100 CEO Leaders in STEM - STEMconnector · PDF fileIn a world where countries are competing...

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When business collaborates with academia to enhance STEM education, we serve our students well. Needs are identified; skills and experiences are transferred efficiently and effectively.

—John Veihmeyer, Chairman and CEO, KPMG U.S.

Given the rapid speed of change in today’s global marketplace, a country must invest in its greatest asset—its people—and train them to excel in science, technology, engineering, and math.

—John Chambers, Chairman and CEO, Cisco

In a world where countries are competing like companies, the best educated and most talented workforce is a critical factor for success.

—Andrew N. Liveris, President, Chairman and CEO, The Dow Chemical Company

Science, technology, engineering and math are the foundation of innovation in this era of global competitiveness. Without STEM talent, the U.S. risks mediocrity, which would have unfortunate implications for our economy, industries and national security.

—Bill Swanson, Chairman and CEO, Raytheon Company

By getting today’s students passionate about careers in science, technology, engineering and mathematics, we create the pipeline of talent necessary to develop the leading technologies that will continue to be the backbone of our economy as well as our security and quality of life.

—Jim Heppelmann, President and CEO, PTC

Future job growth will be in STEM disciplines, and a nation aspiring to be a global leader can use STEM education as a perfect platform for economic growth and prosperity.

—N. Chandrasekaran, CEO and Managing Director, Tata Consultancy Services

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© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the U.S.A. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. NDPPS 183889

Innovation for tomorrow begins with

leadership todayAt KPMG LLP, we recognize that STEM education plays a critical role in enabling the U.S. to remain

the economic and technological leader of the global marketplace of the 21st century.

KPMG proudly congratulates the 100 CEO Leaders in STEM for their leadership and

extraordinary contributions to science, technology, engineering, and math education.

There are no limits to where insights and innovation can take you.

kpmg.com

2 | 100 CEO lEAdERS in STEM ©2013 STEMconnector® A l l R ights Reser ved

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STEMconnector® Directory

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Edie Fraser Chief Executive Officer


Lorena Fimbres director, Corporate development/ Communications and Marketing


Ted Wells director, Strategic Partnerships


Julie Kantor Chief Partnership Officer


Tommy Cornelis director, Social Media and STEMdaily®


Tim Edwards director, Special Projects


©2013 STEMconnector® A l l R ights Reser ved 100 CEO lEAdERS in STEM | 3

Table of Contents

About the Publishers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Voices From 100 CEo Leaders In Stem . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

STEMconnector® The one Stop Connecting and Convening Force for ‘Who’s Doing ‘What’ in STEM Education and Careers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Letter from Business-Higher Education Forum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Letter from The Manufacturing Institute . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Letter from The University of Phoenix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

A Call for Corporate Action on STEM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

100 CEo Leaders in STEM

Inge G . Thulin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32Chairman, President and Chief Executive Officer, 3M Company

Jorge L . Benitez . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34Chief Executive—United States and Senior Managing Director—North America, Accenture

Carlos A . Rodriguez . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36President & Chief Executive Officer, ADP®

Dr . Wanda M . Austin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38President and Chief Executive Officer, The Aerospace Corporation

Mark T . Bertolini . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40Chair of the Board, Chief Executive Officer and President, Aetna Inc.

Dennis Albaugh . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42Founder and Chief Executive Officer, Albaugh, Inc.

Klaus Kleinfeld . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44Chairman and Chief Executive Officer, Alcoa

Pierre L . Gauthier . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46President & Chief Executive Officer, Alstom U.S. & Canada

Thomas R . Voss . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48Chairman, President and Chief Executive Officer, Ameren Corporation

Robert A . Bradway . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50Chairman and Chief Executive Officer, Amgen

Michael J . Long . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52Chairman, President and Chief Executive Officer, Arrow Electronics, Inc.

Randall Stephenson . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54Chairman and Chief Executive Officer, AT&T Inc.

Mark W . DeYoung . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56President and Chief Executive Officer, ATK


Linda Parker Hudson . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58President & Chief Executive Officer, BAE Systems, Inc.

Jeffrey Wadsworth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60President and Chief Executive Officer, Battelle Memorial Institute

Robert L . Parkinson . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62Chairman and Chief Executive Officer, Baxter International Inc.

Philip Blake . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64Senior Bayer Representative USA, Bayer Corporation

Dr . Ralph W . Shrader . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66Chairman, Chief Executive Officer, and President, Booz Allen Hamilton Inc.

Scott McGregor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68President and Chief Executive Officer, Broadcom Corporation

Mike Gregoire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70Chief Executive Officer, CA Technologies

Richard D . Fairbank . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72Founder, Chairman and Chief Executive Officer, Capital One Financial Corporation

George S . Barrett . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74Chairman and Chief Executive Officer, Cardinal Health

Gregory R . Page . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76Chairman and Chief Executive Officer, Cargill, Inc.

Doug oberhelman . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78Chairman and Chief Executive Officer, Caterpillar

Lee McIntire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80Chairman and Chief Executive Officer, CH2M HILL

John Chambers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82Chairman and Chief Executive Officer, Cisco

Muhtar Kent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84Chairman and Chief Executive Officer, The Coca-Cola Company

Francisco D’Souza . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86Chief Executive Officer, Cognizant

Brian L . Roberts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88Chairman and Chief Executive Officer, Comcast Corporation

Wendell P . Weeks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90Chairman and Chief Executive Officer, Corning Incorporated

Anthony J . orlando . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92President and Chief Executive Officer, Covanta Holding Corporation


Michael J . Ward . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94Chairman, President and Chief Executive Officer, CSX Corporation

Tom Linebarger . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96Chairman and Chief Executive Officer, Cummins Inc.

Al Bunshaft . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98President and Chief Executive Officer, Dassault Systèmes Americas

Sam Allen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100Chairman and Chief Executive Officer, Deere & Company

Joe Echevarria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102Chief Executive Officer, Deloitte LLP

David Zaslav . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104President & Chief Executive Officer, Discovery Communications

Andrew N . Liveris . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106President, Chairman and Chief Executive Officer, The Dow Chemical Company

Ann Drake . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108Chairman and Chief Executive Officer, DSC Logistics

Jim Rogers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110Chairman, President and Chief Executive Officer, Duke Energy

Ellen Kullman . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112Chairman & Chief Executive Officer, DuPont

John C . Lechleiter, Ph .D . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114President and Chief Executive Officer, Eli Lilly and Company

Stephen R . Howe, Jr . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116Americas Managing Partner, Ernst & Young LLP

George Paz . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118Chairman and Chief Executive Officer, Express Scripts

Rex Tillerson . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120Chairman and Chief Executive Officer, ExxonMobil

Mark Zuckerberg . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 122Founder, Chairman and Chief Executive Officer, Facebook

Alan Mulally . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124President and Chief Executive Officer, Ford Motor Company

Richard C . Adkerson . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126President and Chief Executive Officer, Freeport-McMoRan Copper & Gold Inc.

Gregg Lowe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128President and Chief Executive Officer, Freescale Semiconductor


Jeffrey R . Immelt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 130Chairman and Chief Executive Officer, GE

Daniel F . Akerson . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132Chairman and Chief Executive Officer, General Motors

Richard J . Kramer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134Chairman, President and Chief Executive Officer, The Goodyear Tire & Rubber Company

Eric E . Schmidt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136Executive Chairman, Google

Dave Cote . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138Chairman and Chief Executive Officer, Honeywell

Michael W . Lamach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140Chairman and Chief Executive Officer, Ingersoll Rand

Ilene S . Gordon . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 142Chairman, President and Chief Executive Officer, Ingredion Incorporated

Nathan Myhrvold, Ph .D . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144Founder and Chief Executive Officer, Intellectual Ventures

Anita Zucker . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 146Chair and Chief Executive Officer, The Intertech Group

Denise Ramos . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148Chief Executive Officer and President, ITT

Alex Gorsky . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 150Chairman and Chief Executive Officer, Johnson & Johnson

Stephen A . Roell . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152Chairman, President and Chief Executive Officer, Johnson Controls

Michael Araten . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154President and Chief Executive Officer, K’NEX Brands, L.P. and The Rodon Group

Dr . Chris Nelson . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156President and Chief Executive Officer, Kemin Industries

John Veihmeyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 158Chairman and Chief Executive Officer KPMG U.S. / Chairman, Americas Region, KPMG International

Gerry P . Smith . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 160President, Americas Group, Senior Vice President, Lenovo Group

Leo A Daly III . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 162Chairman and Chief Executive Officer, Leo A Daly

Marillyn A . Hewson . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 164Chief Executive Officer and President, Lockheed Martin Corporation


Ajay Banga . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 166President and Chief Executive Officer, MasterCard

Pete Selleck . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 168Chairman and President, Michelin North America, Inc.

Steve Ballmer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 170Chief Executive Officer, Microsoft Corporation

Alfred Grasso . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 172President and Chief Executive Officer, The MITRE Corporation

Irene Rosenfeld . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 174Chairman and Chief Executive Officer, Mondelez International, Inc.

Hugh Grant . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176Chairman and Chief Executive Officer, Monsanto

Greg Brown . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178Chairman and Chief Executive Officer, Motorola Solutions

Thomas B . King . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 180US President, National Grid

Dr . James Truchard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 182Co-founder, President and Chief Executive Officer, National Instruments

Wick Moorman . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 184Chairman and Chief Executive Officer, Norfolk Southern Corporation

Wes Bush . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 186Chairman, President and Chief Executive Officer, Northrop Grumman Corporation

Indra Nooyi . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 188Chairman and Chief Executive Officer, PepsiCo

James (Jim) Heppelmann . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 190President and Chief Executive Officer, PTC

Robert E . Moritz . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 192Chairman and Senior Partner, PwC US

Dr . Paul E . Jacobs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 194Chairman and Chief Executive Officer, Qualcomm Incorporated

William H . (Bill) Swanson . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 196Chairman and Chief Executive Officer, Raytheon Company

Clayton (Clay) M . Jones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 198Chairman and Chief Executive Officer, Rockwell Collins

Steve Swad . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 200President & Chief Executive Officer, Rosetta Stone


Dawne S . Hickton . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 202Vice Chair, President and Chief Executive Officer, RTI International Metals, Inc.

Ed Casey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 204Chairman and Chief Executive Officer, Serco Inc.

Eric Spiegel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 206President and Chief Executive Officer, Siemens Corporation

Harry H . Stine . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 208President and Founder, Stine Seed Company

Steve Bennett . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 210Chief Executive Officer, Symantec

N . Chandrasekaran . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 212Chief Executive Officer & Managing Director, Tata Consultancy Services

Richard (Rich) K . Templeton . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 214Chairman, President and Chief Executive Officer, Texas Instruments

Marc Casper . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 216President and Chief Executive Officer, Thermo Fisher Scientific

Peter J . Davoren . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 218President and Chief Executive Officer, Turner Construction Company

D . Scott Davis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 220Chairman & Chief Executive Officer, UPS

Mort Zuckerman . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 222Chairman and Editor-in-Chief, U.S. News & World Report

Sajan Pillai . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 224Chief Executive Officer, UST Global

Lowell McAdam . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 226Chairman and Chief Executive Officer, Verizon Communications

Mary Vermeer Andringa . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 228President and Chief Executive Officer, Vermeer Corporation

Mike Duke . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 230President and Chief Executive Officer, Wal-Mart Stores, Inc.


About the Publishers

EDIE FRASER Chief Executive officer STEMconnector®

LoRENA S . FIMBRES Director, Corporate Development/Marketing and Communications STEMconnector®

As CEO, Edie is leading STEMconnector® -- with a team that brings collaboration in STEM education, presents information and results to STEM and offers more than 16 major products and best practices.

STEMconnector®’s research and publications in-clude: Where are the STEM Students? Where are the STEM Jobs, the amazing 100 CEO leaders in STEM; the 100 Women leaders in STEM and EdTech: Revolu-tion in Education.

Edie has published 10 major reports/publications and has written three books including do Your Giving While You’re living, co-authored by Robyn Spizman and Risk to Riches: Women and Entrepreneurship in America. She was publisher of CEOs Who Get it; di-versity in America; the CEO Magazine, The diversity Primer and The diversity Officer. Edie is proud to have worked with more than 250 Fortune companies on their women and diversity leadership.

Edie is also a Senior Consultant to diversified Search. Prior to joining diversified, Edie was Founder and CEO of diversity Best Practices (dBP), a member service for diversity practitioners where she de-signed the CEO diversity leadership program, in-cluding the prestigious CEO diversity Awards. Edie is also the founder of the Business Women’s network (BWn). Edie has won more than 43 awards for her commitments to women, diversity and philanthropy. She serves on several major boards. She is the first woman Chairman of the World Affairs Council of dC. She has been inducted into the Enterprising Women Hall of Fame and a Founding member of C200. Edie received the lifetime Achievement award from di-versity Woman Magazine and its Mosaic Award. Edie was on the cover or Women of Wealth Magazine for her philanthropy and mentoring.

lorena currently serves as director of Corporate development/Communications and Marketing for STEMconnector®. in this capacity, she is responsible for brand development and communications strat-egy. At the same time, she works to develop and serve a portfolio of STEMconnector® sponsors and partners.

Fimbres is the executive publisher of the 100 CEO Leaders in STEM and the 100 Women Leaders in STEM, which aim to recognize top leaders across in-dustries that are making a difference in the devel-opment of STEM education and STEM jobs pipeline. lorena´s publications include The American institute of Architects´ Small Business Resource Guide: Con-tacts to Contracts and the 2011 Women´s Business Leadership Tribute, which profiled 50 top executives from Corporate America.

Prior to moving to the United States in 2010, lorena held several positions of increasing responsibility within the Government of the State of Sonora, in-cluding the Executive Office of the Governor. lorena has a passion for politics and her political experi-ence includes campaign management and politi-cal marketing. She served as a senior member with the executive team that oversaw 101 parallel cam-paigns at the local and state levels.

lorena holds a Bachelor degree in Business Admin-istration from the internationally recognized Tec-nológico de Monterrey. A native of Sonora, Mexico, lorena resides in Washington, dC with her husband Francisco.


We were collectively blown away, humbled and in-spired in reviewing the words from many of the most renowned CEO’s on the world.

These 100 CEO leaders are significant advocates of Science, Technology, Engineering, Math (STEM) skills and education to drive our countries prosperity and competitiveness in this new economy. They empow-er us and give us the ammunition to do more to build our STEM education pipeline and workforce. We at STEMconnector® are proud to share these compel-ling insights and reflections of 100 CEo Leaders in STEM! There is thought-provoking language in each and every profile that makes you want to devour the content, to read, reflect, take notes and moti-vate others in the STEM community to stop and study these leadership mandates. Mandates from our most esteemed CEO’s and companies are enclosed such as: KPMG, Microsoft, CiSCO, dow Chemical, duPont, Walmart and more.

This publication is not for those comfortable with status-quo as we have no time for status-quo when it comes to educating and building a skilled work-force that can compete for the jobs of today and tomorrow. Our CEO’s show us we cannot afford to lose our competitive edge. We are all challenged to move from ideas to action as the next step as the 100 leaders illuminate real concerns of the skills mis-match, need for strategic partnerships and refine-ment of over-arching goals and metrics. With clarity of focus there can be a renewal of action to drive change. We at STEMconnector® urge corporate America and our greater small business community to read carefully and share these CEO interviews. Understand well the common themes, needs and concerns and urge all institutions to review and in-ternalize the key messages. We salute our 100 CEO leaders in STEM and their initiative to step up for our future. We know great things will come after this pub-lication and we look forward to more and more CEO leaders in STEM.

The statements are passionate; the themes are uni-versal, no matter what industry. We learn from the CEOs that we must tackle building STEM capabilities as critical to: competition, global talent, technol-ogy, education and we need advocacy every step along the way. All STEM related skills are needed to compete for jobs and especially critical for women and our diverse populations who are currently un-der represented. STEM education will only advance through awareness, strategic partnerships, scale and deep commitment.

Thank you!

STEMconnector® thanks all the CEOs who contrib-uted to this amazing product. We salute you deep-ly for your commitment and passion. We thank our sponsors and partners who championed our work: KPMG (our first sponsor), Cisco, dow Chemical, PTC, Raytheon, Tata Consultancy Services and University of Phoenix. We would like to thank as well our part-ners: US news and World Report, Business-Higher Edu-cation Forum, Manufacturing institute and Fortune. A deep appreciation for all corporate teams who worked with us day and night to make this happen.

Highlights

Most of the CEOs interviewed expressed their views on consistent themes you will read in the material in this significant publication.

Key themes emerged in:

• Technology • innovation• Skills to STEM Careers • Support for STEM Education• Public- Private Partnerships• Women, Girls and diversity• leadership Commitment and Advocacy• Branding STEM as FUn! Career Option• Scale and Outcomes Based Metrics

They highlight that it requires committed leader-ship to win the STEM education battle and remain a competitive nation.

John Chambers, Cisco Systems, Inc, emphasizes, “Education is the area in which we have the great-est opportunity to lead… A skilled workforce is the backbone of a successful and competitive econ-omy.” Chambers points out the struggle and need to drive success. “[We] need an assessment of what works and a shared model for success.” Al Grasso, The Mitre Corporation, comments that we have to “expand the pool of talented people who can de-liver the innovation and technical prowess that will maintain our nation’s competitiveness.” He discusses, as do the other CEOs, the need for partnerships and the critical need to focus on diversity and women for STEM fields.

dave Cote, Honeywell, comments, “Now is the time to utilize our resources to share our passion for in-novation and technology…Our future workforce is reliant on our nation’s ability to train and educate

Voices From 100 CEO leaders in STEMBy Edie Fraser and Lorena Fimbres, STEMconnector®

Engaging Our Future Scientists

Dow looks for solutions to some of our nation’s most important challenges. We believe that one of those challenges is to prepare the next generation of scientists, engineers, chemists and innovators for careers in science, technology, engineering and mathematics (STEM) fields. Across the nation, our support takes shape in programs like You Be The Chemist®, from the Chemical Educational Foundation® (CEF). We are proud to collaborate with organizations like CEF to do the important work of changing lives through quality education.

ENGINEER YOUR EDUCATIONMISSION: ENGINEER YOUR EDUCATIONMISSION: From thrill rides powered by mathematics to museum exhibits that make math and science come alive, Raytheon is showing young students how to engineer an amazing future. After all, anything’s possible when MathMovesU®.

© 2013 Raytheon Company. All rights reserved. “Customer Success Is Our Mission” is a registered trademark of Raytheon Company.”MathMovesU” is a registered trademark of Raytheon Company.

Raytheon.comConnect with us:

Education Sustainability Diversity Community


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Mfuture scientists and engineers.” Tom King, National Grid US, contends “Our next step is to inspire every-body—from families, to students, to small business owners, to big corporations—to do their part.” King adds, “If you build it they will come. It’s about be-ing pro-active—understanding what you need and working as a team to make it happen.”

our Future Success with STEM Careers Starts with Committed Leadership

There is agreement from our CEO’s that STEM careers will determine the success of our nation. The 100 CEO leaders in STEM start with their commitment, and it is universal. Pierre Gauthier, Alstom U .S . and Canada, confirms that we need both innovation and CEO ad-vocacy. “We simply cannot preserve America’s role as an epicenter of innovation, create new jobs and make our country more competitive on the global market without doubling-down on efforts to train a more STEM-oriented workforce.” He adds that CEO’s have as much of a vested interest in becoming ad-vocates of STEM as they do with their laser focus on the bottom line. Wick Moorman, Norfolk Southern Corporation emphasizes, “Everyone with back-grounds in the STEM disciplines can be, and should be, a corporate leader. A STEM- aware CEO will sim-ply set the stage for those people to succeed. And then he will get out of the way”

The CEOs feel strongly as Jim Rogers, Duke Energy, shares, that to stay ahead on global innovation, “First, we must embrace the work other countries are do-ing- and even partner with them… The second thing we need to do is work harder to retain human capital … to keep these brilliant minds in the U.S.”

Support STEM through Building Strong Talent and Technology

Bill Swanson, Raytheon, shares “Science, technology, engineering and math are the foundation of inno-vation in this era of global competitiveness. Without STEM talent, the U.S. risks mediocrity, which would have unfortunate implications for our economy, in-dustries and national security.”

As Jeff immelt, General Electric contends, “For any company or country to stay competitive, they need two things: talent and technology. The foundation for both is a real investment and commitment to STEM education.” He points out clearly “That [STEM edu-cation] must begin with a revamped and rigorous K-12 curriculum and continue with skill development

and training for both those about to enter the work-force and those already at work.” Most other CEOs are in agreement with statements such as Richard Fairbank, Capital one Financial Corporation, when he shares, “The impact of STEM is on display every day as we watch industries being disrupted by digital business, the use of data and analytics, and new technologies… STEM will be the backbone for future innovation and economic growth.”

Steve Ballmer, Microsoft, talks about competition and the urgent need for computer science gradu-ates, “STEM jobs are among the fastest growing and highest paying occupational groups. Looking at where the global marketplace is right now and where we are headed, the imperative is simple: If we do not improve access and attainment in STEM, the U.S. will continue to fall behind other nations.”

Marillyn Hewson, Lockheed Martin Corporation is in alignment and states “Our future success—and our nation’s technological advantage—depend on a constant supply of highly trained, highly capable technical talent.” She continues, “We need to show them (students) how rewarding a STEM career can be.”

Michael duke, Wal-Mart Stores, ties together the need for STEM education and workforce develop-ment by saying, “More and more jobs today require technical training- across all industries and fields… If we do not encourage young people to major in STEM fields, we simply will not have the talent pool to meet the demand.” Stephen Roell, Johnson Controls, refer-ences their partnerships with two Wisconsin universities to mine and recruit talent: “To advance our products and services in the years to come, the company will need the talents of a dedicated and highly trained workforce.”

Workplace Skills Transferable to Jobs in our New Economy

Michael lamach, Ingersoll Rand, adds “The future of any nation is dependent on having the right mix of work place skills that are transferable and a steady supply of jobs.” He talks about ramping up communi-cations to encourage young people to pursue STEM Careers and expresses concern over the diminishing talent pool as the Baby Boomers retire over the next 10 to 15 years.

Randall Stephenson, AT&T, Inc ., advances, “Devel-oping STEM skills in young people will be increas-


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M ingly important to this country’s ability to innovate and compete.” He references the mismatch seen by other CEOs as well of the demand for skilled work-ers and the available supply. indra nooyi, PepsiCo, offers that “There’s a tremendous opportunity to at-tract young talent toward a career in STEM field” and that they must get an understanding of what kinds of jobs are there. She says as well “The private sector needs to do a better job of communicating the huge array of jobs that require a STEM educa-tion and skills.” Robert Moritz, PwC US, focuses on skills as well and tying students to skills as critical to our economy. He points out that according to PwC’s 16th annual Global CEO Survey “more than half of the U.S. CEOs point to the lack of availability of key skills as a potential threat to growth in 2013.” Moritz challenges businesses, educators and communities as an economic imperative to “help introduce STEM-related courses to students at an early age, and with greater frequency.”

dan Akerson, General Motors, contends, “GM can only progress if we continue to feed a pipeline of in-novative, tech-savvy, globally focused young thinkers to our product development teams. There has never been a more important time for leaders in STEM fields to develop the next generation of talent” Pete Sell-eck, Michelin North America, Inc ., comments that failure to concentrate on STEM talent will force com-panies to look overseas for workers. What we appreci-ate at STEMconnector® is what he verbalizes so well, “We need to be able to articulate what careers in these fields look like today and become personally involved in education. From college and technical students all the way down to those in high school and middle school, they need to understand what a STEM career path might offer.” Ed Casey, Serco Inc ., ad-vances, “Over the past 10 years, growth in STEM jobs has significantly outpaced the growth of non-STEM jobs, and it is clear the trend is likely to continue.” He cites that the U.S. department of labor projections show the fastest growing occupations in America re-quire STEM preparation.

The Need to Make STEM Cool!

Ajay Banga, MasterCard, comments “STEM educa-tion is one of our lifelines to the future.” He says that we must make learning fun and advance STEM skills with an entrepreneurial spirit. “The solution requires active partnership between public and private sec-tor organizations dedicated to STEM education like STEMconnector®.”

Speaking about fun, we turn to dr. James Truchard, National Instruments, who shares about his passion, “We have to engage students with fun, hands-on ex-periences with real-world engineering tools because we need the future generation of scientists and en-gineers to solve the world’s engineering grand chal-lenges.” He adds the need to empower educators with tools and interactive classrooms, anything to engage and capture students’ interest and talents.

Jim Heppelmann, PTC, shares that our nation is based on innovation and entrepreneurship. We must inspire students in STEM to be competitive and make education “cool again.” Heppelmann adds the need for apprenticeships and mentorships to assure pipeline success. He concludes that if successful with STEM jobs, we can be on the top of the list of global innovators.

Al Bunshaft, Dassault Systèmes Americas, shares “The key to attracting and motivating more students into STEM careers is one simple word: inspiration.” He adds, “Most standards today are too focused on ac-ademic requirements and metrics.”

Need for Innovation, Technology, CEo Advocacy and Investment in Human Capital

Bill Swanson, Raytheon Company, states that “STEM education is critically important to the U.S. and we need to have a strong education pipeline and work-force so our nation can continue to be a leader in innovation.” Geoge Paz, Express Scripts, shares that as a healthcare technology company built on an innovation culture, “We significantly invest time and money to ensure that science, technology, engi-neering and mathematics are not only core com-petencies of our current employee population, but that that the future leaders of our company are also well skilled in these important areas of study.”

John Veihmeyer, KPMG U .S ., shares other leaders concern for change through technology to be suc-cessful. He says, “As the economy evolves relentlessly toward digitization, machine intelligence and ana-lytics, STEM education and workforce development are critical to our nation’s continuing competitive-ness.”

Sajan Pillai, UST Global, poignantly states, “In this era of increasing global competition, with the advent hy-per connectivity and a flatter world, human capital specifically in STEM will become the single biggest as-

America Was Built onInnovation & Entrepreneurship.Our Job? To Inspire. To Unlock Potential.

PTC.com/go/education

We want America to lead in the 21st century. Nothing is more important than a continued focus on STEM. As global industry

leaders, our job is to get students passionate about STEM.

Skills for today. Technology for tomorrow. Success for the future.

We are honored to be included with other visionaries who are working together to help students better understand and pursue

the wide variety of career opportunities in science, technology, engineering and math.

Today’s young adults are tomorrow’s innovators and entrepreneurs. Let’s give them every advantage.

Photos from USFIRST.org,Adriana M. Groisman,and Lipofsky.com

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J2202 Stem Booklet Ad FIRST Blue 4.pdf 1 5/30/13 9:05 AM

Navigating a world of new rules and new opportunities. There is a certain way.

IT ServicesBusiness SolutionsConsulting

In a fast-evolving marketplace which demands leadership that brings results, there exists a

way of certainty: Tata Consultancy Services (TCS). With TCS as your strategic advisor and

partner, the ever-changing new landscapes of business become new vistas of opportunity,

from digitally connected consumers to big data to emerging markets to end-to-end solutions

expertise and guidance to show the way for your business to evolve.

Visit tcs.com/retail and you’re certain to learn more.

TCS is proud to be a leader in creating a sustainable STEM talent and job pipeline; and we salute our CEO, N. Chandrasekaran, and all the 100 CEO Leaders in STEM.


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Mset of a nation. Without STEM talent, our nation would slip further in innovation which would be significantly detrimental to the economic development of our nation in spite of our natural resources.”

The Strong Tie Between STEM Education in our Schools, Internships and Job Growth

As doug Oberhelman, Caterpillar, shares that there is a “proven correlation between STEM jobs and GDP growth.” Oberhelman references the national Gov-ernor’s Report that highlights “STEM occupations are among the highest paying, fastest growing and most influential in driving economic growth and innova-tion.” Tom linebarger, Cummins, adds “Industry must take a stronger stake in education by taking part in developing schools’ curriculum, creating internships for talented students and supporting communities with valuable education opportunities and resourc-es… Education is the single most important factor in achieving U.S. innovative competitiveness globally.”

Peter J. davoren, Turner Construction Company, shares his vision on the impact and power of giv-ing students an opportunity to experiment the real world: “Our internship program is more than a sum-mer job — it’s a professional and educational pro-cess that prepares students for a successful transition to a challenging and rewarding career.”

Innovation, Dreamers and STEM Success are Tied

nathan Myhrvold, Intellectual Ventures, ties technol-ogy and innovation. He comments “Technological progress moves us forward as seen throughout his-tory. We see it today in the functionality of our smart phones. Technology moves quickly and we must be ready with people who understand and have the knowledge to keep pace.” Henry Stine, Stine Seed Company, suggests, “Where there is a strong focus on STEM, there is a focus on innovation.” He adds that it requires great “STEM education accessible to all students, at all levels.”

Mark Zuckerberg, Facebook, urges the importance of knowledge and ideas to solve big problems. “In the last century, the economy was mostly driven by natural resources and manual labor. The economy of the future will be driven by knowledge and ideas. Sci-ence, technology, engineering and math are going to be really important for everyone in this future…. I also think technology gives us this amazing chance

to solve fundamental problems that we’re facing as a society and affect people’s lives every day.”

Muhtar Kent, The Coca-Cola Company, calls for more dreamers and doers! “I would contend that most of the human advancement we’re witnessing today is the byproduct of dreamers and doers in the areas of science and technology who are never content with the status quo… I call them the ‘con-

structively discontent’.”

Use Innovation to Fuel Growth or We Won’t Be Successful as a Nation! Tie to Inspirational Education and Employees

Ellen Kullman, DuPont, talks about “The backbone of America’s economy is innovation and at the heart of innovation is science. From astronauts to social me-dia, from Kevlar ® to the NFL- STEM careers are every-where.” Richard Kramer, Goodyear Tire & Rubber Company, contends that all companies are looking for their competitive advantage. “Innovation is the biggest thing that will set us apart…. Innovation en-ables us to evolve, to be creative, to grow, to adapt.” innovation tied to skilled workers is the clarion call as we review these powerful interview testimonials of

100 CEO leaders in STEM.

Michael Araten, K’NEX Brands, comments, “STEM is the heart of Innovation. Innovation drives growth, profits & the roles of the future.” He further states that we can’t let jobs go unfilled because we don’t have the required skills.

Joe Echevarria, Deloitte, emphasizes the need for work-er retraining adding “STEM graduates are our country’s fuel for economic growth and critical to innovation, and, as a nation we face a shortage of 230,000 STEM workers by 2018.” Alex Gorsky, Johnson & Johnson, shares that to be at the top of global innovation there is a distinct tie from classroom to world solutions: “… the story is not merely about examining molecules and isolating virus-es… The narrative we need to lay out is a much larger one. It speaks to solving global health problems that loom large before us – problems that do not respect geopolitical borders or disparities in age.”

inge Thulin, 3M, concurs, “3M has a keen awareness of the importance of fostering the next generation of innovators... We recognize the importance of STEM disciplines in solving some of the world’s most press-ing problems.” Robert Parkinson, Baxter Internation-al, adds, “Innovation is such an important part of our national fabric that, over the past 250 years, it has

Navigating a world of new rules and new opportunities. There is a certain way.

IT ServicesBusiness SolutionsConsulting

In a fast-evolving marketplace which demands leadership that brings results, there exists a

way of certainty: Tata Consultancy Services (TCS). With TCS as your strategic advisor and

partner, the ever-changing new landscapes of business become new vistas of opportunity,

from digitally connected consumers to big data to emerging markets to end-to-end solutions

expertise and guidance to show the way for your business to evolve.

Visit tcs.com/retail and you’re certain to learn more.

TCS is proud to be a leader in creating a sustainable STEM talent and job pipeline; and we salute our CEO, N. Chandrasekaran, and all the 100 CEO Leaders in STEM.

http://www.brainyquote.com/quotes/quotes/m/markzucker416523.html


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M made America what it is today… Education is the most important issue in our society.” Michael long, Arrow Electronics, agrees, “We need to create a generation of STEM-literate innovators…” He further states, “When the traditional lines between business, education and art are blurred mega-innovation-

happens.”

Booz Allen, Ralph Shrader, confirms, “The STEM disci-plines hold the key to unlocking innovative solutions to our most pressing challenges.” George Barrett, Cardinal Health, starts with the family, “Our children need our support and encouragement every step of the way, helping them to reach their potential and achieve their dreams. It also takes highly skilled, dedi-cated and inspirational teachers of STEM subjects to continually encourage and motivate our children.” leo daly iii, LEo A DALY, adds the ‘A’ for Architecture (Art and design as well). He says, “When it comes to promoting STEM education, we acknowledge our bias for architecture and engineering.” He adds that they bring creativity and innovation to each STEM task.

Gerry Smith, Lenovo, lays out the challenge given the low U.S. rating by the World Economic Forums’ latest Global Competitiveness Report. Smith observes, “The competitiveness starts with a strong STEM education system, with teachers and professors who can foster this talent and encourage student to pursue STEM careers.... This country is dependent on a combina-tion of strong talent, training, and passion that is re-quired for our STEM professionals to succeed.”

Technology and Innovation is THE Theme Song of the CEos

Wendell Weeks, Corning, is clear when he says, “Technology innovation is the biggest differentia-tor… We need sustained investment in Research, Development and Engineering.” Francisco d’Souza, Cognizant, speaks to the importance of a skilled, knowledge-based workforce “The future of work is being transformed by powerful forces: globalization, virtualization, disruptive technologies and the emer-gence of millennial employees and customers…our world is increasingly dependent on technology.” The tie to the next generation of Technology and STEM coupled with strong innovation will be essen-tial. natarajan Chandrasekaran, Tata Consultancy Services, asserts “As we become more “digital” as a society, not only does STEM education lead to technology-led innovations, but also increased com-petitiveness and productivity of a country.” He adds

“One of the guiding principles that I have adopted both professionally and in personal life to advance STEM education is ‘Realize One’s Potential’.”

Many of the CEOs review why we need computer science teachers in our schools, as it is simply where the jobs are. The CEOs focus on jobs and careers es-pecially in the technology space. Though we don’t have enough computer science teachers, Eric Schmidt, Google, inc., shares, “Put simply, technol-ogy breakthroughs can’t happen without the sci-entists and engineers to make them. The challenge that society faces is to equip enough people, with the right skills and mindset, and to get them to work on the most important problems.” (BBC)

Technology Tied to Careers and Jobs

Brian Roberts, Comcast Corporation, points out that if it’s not a natural resource, most likely it was innovated or built by an engineer. “It’s not enough to be users of technology. We need people in the country who understand how things work and have the creativity to dream up new things that we can’t even imagine.” Michael Ward, CSX, ties it all to-gether with “The workforce of tomorrow is the school today.” He adds the importance of defense capa-bilities where “the nation must have leading STEM knowledge.” lowell McAdam, Verizon, shares, “The demand is there. The real issue for Verizon and the country as a whole is on the supply side of the equa-tion. Corporations need to develop and implement a concerted strategy for finding intellectual capital and investing in the education of our young people so that we have a pipeline of capable workers to fill these knowledge-based jobs.” This theme is universal with the CEOs.

Jorge Benitez, Accenture North America, confirms the talent thrust stating “We believe the demand for STEM talent – in high tech companies as well as nu-merous other industries—will explode in the net de-cade.” Phil Blake, Bayer USA, ties it together in saying that “A strong science education today means a strong citizenry and workforce for American tomor-row… To remain competitive, the U.S., its STEM indus-tries and communities must have access to a vibrant pool of diverse STEM workers who are well-trained, highly skilled and who bring different ideas and perspective to the table.” Scott McGregor, Broad-com Corporation, shares that we must re-dedicate efforts to create a trained and incentivized STEM workforce. “Unlike any other nation in the world, the United States’ systems of governance, education


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Mand business historically rewards innovation – this is our greatest advantage as a competitor in a global economy.” Anthony Orlando, Covanta, makes an in-triguing point, “ Americans who have an interest in pursuing a STEM career typically gravitate towards computer science and not to the traditional science and engineering fields necessary to support power generation and infrastructure development.”

CH2M HILL, lee Mcintire, asserts, “Our work doesn’t stop once students have entered the STEM pipeline. We must also support programs that keep students engaged through graduation and into the work-force.” According to Hugh Grant, Monsanto, “It’s our job to show young people that a rewarding STEM career is within reach.” Greg Brown, Motorola Solu-tions, reflects on cultivating employee knowledge and capabilities, “The STEM disciplines are changing rapidly. Leaders have to advance STEM education to create a pipeline they can use to continually renew their companies with current and fresh ideas.”

Tie to Health, Economy, and National Security

Several CEOs emphasize the tie. Robert Bradway, Amgen, shares that “despite the great progress we have made in the past century in the field of medi-cine, millions continue to suffer from grievous illnesses around the world. That is why we at Amgen take our investments in science education so seriously and encourage others to join this important effort.”

Freescale, Gregg lowe, reminds us “Virtually every aspect of our lives can be made safer and more pro-ductive through the benefits of modern electronics… We must entice more students to study in the STEM fields that will drive tomorrow’s economy.”

linda Hudson, BAE Systems, shares “When I was young, the race to put a man on the moon inspired and attracted an entire generation of engineers to aerospace and defense. Today, many of those STEM-minded students would much rather work at Google or Facebook…. We need to do a better job attracting students not just to STEM, but to our industry. Our na-tional security depends on it.”

RoI as Business Responsibility

Most of the CEOs provide examples of what their companies have funded and what the results are, giving not only cash as capital but also human capi-tal. They focus on ROi and results of what they fund. Rich Templeton, Texas Instruments, asserts, “We

must move from being great philanthropists to be-ing strategic investors who are looking for return on investment-with the ROI in this case being student achievement.” He further postures that solutions take more than money. “It takes investment and involve-ment.” Templeton drives that business cannot act alone. Rather a collaborative effort is required for sys-temic change. d. Scott davis, UPS, is right at target when linking community investments with talent and business: “We view investing in the development of future employees, customers and global citizens as the right thing and the smart thing to do.”

The Need for Partnerships

Everyone must build partnerships between the pri-vate and public sector, non-profits and communities. Klaus Kleinfeld, Alcoa, shares why partnerships are critical, “We are woefully behind. The only way to change the situation is through public-private part-nerships: Industry identifies the needed skills, schools provide the training and the public sector creates a supportive environment through policy and funding.”

ExxonMobil, Rex Tillerson, sees that even in a com-pany of problem solvers, “ no one organization or company can address the issue alone. It requires a collective effort, and we are proud to play our part by partnering with leaders in the field and advanc-ing programs that make a difference.”

Alan Mulally, Ford Motor Company, after discussing innovation and careers and the need for STEM Global Talent, contends, “The most important thing is that we work together in partnership with leaders in education, government and business.” Jeff Wadsworth, Battelle, agrees about partnerships: “Our greatest successes in STEM are the result of public-private partnerships.” Eric Spiegel, Siemens Corporation, asserts, “Public-private partnerships are an essential component to creating a successful education-to-employment sys-tem because they allow for the marriage of supply and demand.” Steve Bennett, Symantec, observes, “The key to STEM investments is to seek partnerships with programs that have demonstrated measure-able results.” Then he further comments to invest in sustainable programs and guarantee proper funding for STEM initiatives. “Together we can turn the tide.” it takes collaboration from education to workforce. dennis Albaugh, Albaugh, contends, “It is important that public and private entities collaborate to help our children achieve success as the next generation workforce.”


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M Michael Gregoire, CA Technologies, shares that “We need to make tech cool” and need to start early with kids for STEM careers. Cargill, Greg Page, states that “developing partnerships with organizations that build and improve STEM programs allows Cargill to help educate the next generation of American scientists and engineers.”

david Zaslav, Discovery Communications, shares “Public-private partnerships are essential to ensur-ing that our country is producing the skilled work-force we need in the future.” Sam Allen, Deere & Company, contends as so many other CEOs do that “private-public partnerships can enable the biggest, most sustainable results.” Andrew liveris, The Dow Chemical Company, weighs in on how es-sential partnerships are as he shares, “Corporations like Dow, which depend on a robust talent pipeline of skilled workers, have a responsibility to invest their resources and expertise in improving STEM educa-tion in the United States.” He says that the challenge is too large for any stakeholder and that we must come together and develop a “golden triangle of partnership” to achieve high quality education to fill the talent pipeline. Clay Jones, Rockwell Collins, highlights the partnership necessity and says, “One approach cannot solve the STEM education chal-lenge alone…that’s why partnerships between pub-lic and private entities are important.”

Driving Toward Measurable Results –What Is Working

John lechleiter, Eli Lilly and Company, not only cites technology and innovation but collective ef-forts, partnerships and with that-results. He says, “The main thing is to ensure that the collaborations are relentlessly focused on driving measurable results, and that they align resources and advocacy efforts behind what is working.” Anita Zucker, The Intertech Group, comments that smart STEM investments mat-ter. She says, “STEM investments should have a specif-ic purpose with a focus on a long term, exponential impact. As we invest in STEM education initiatives, we increase visibility which building a workforce and a cache of future educators.”

Richard J. Kramer, Freeport-McMoRan, shares his fo-cus, “The programs we support are designed or se-lected for their ability to increase student interest, improve teaching ability and confidence in subject matter, and improve student achievement and out-comes in STEM disciplines. Our goal is to inspire stu-dents to pursue post-secondary degrees or trade

and technical certifications – and ultimately careers – in mining and other STEM related industries.”

It takes Creation of Excitement for Teachers and Students and Message of Hot Careers

Marc Casper, Thermo Fisher Scientific, contends, “We need leaders, starting with teachers in prima-ry schools, who can create and sustain excitement for STEM subject and celebrate successes… and If we can drive energy and excitement through teachers...we can turn STEM careers into the hot-test careers within the decade.” dr. Wanda Austin, The Aerospace Corporation, ties it all together as she discusses the majority of jobs will require a com-puter savvy workforce. She remarks, “The first step is to strengthen the talent base of our teachers in K-12… We also need to get the word out on the fab-ulous STEM careers for young people and how math and science lay a foundation for those careers. We don’t want them to opt out unknowingly.”

Mark Bertolini, Aetna, is convincing as he says: “I am more passionate about technology because techno-logical advancements are driving discovery in all of the STEM disciplines.” Carlos Rodriguez, ADP, shares a great passion: “I am personally very passionate about education as a path to advancement.”

Support of Diversity and Women is Universal and Global with our CEo’s

ilene Gordon, Chairman, Ingredion Inc., makes the point that close to two-thirds of the women CEOs of FORTUnE 500 companies have STEM degrees. “Fielding a more balanced gender workforce—not to mention a more ethnically diverse one—will posi-tively change the game.” As Thomas Voss, Ameren, shares, “our company has several programs in sup-port of STEM education and many of my colleagues are very devoted to advancing its importance, par-ticularly for women and minorities.”

Mark deYoung, ATK, unites STEM and diversity support as they are “naturally connected.” So many other CEOs have selected both diversity and women/girls as high priority. dr. Chris nelson, Kemin Industries, is clear, “I believe much of our fu-ture success will hinge on doubling the number of students interested in STEM-related areas of study and that means a focused effort on programs to en-gage girls and women.”


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Mdawne Hickton, RTI International Metals, Inc ., states “I am passionate about finding ways to increase the number of women and minorities in the field.” With this she shares, “Committing early to STEM education in the STEM fields will build robust pipelines of future STEM employees.” ilene Rosenfeld, Mondelez Inter-national, Inc ., discusses how innovation is critical to compete but also focuses on the critical area of di-versity. She says, “I’m passionate about making our workforce more diverse.” She also focuses on show-ing girls how STEM can be fun and that this needs to be prioritized. Mary Vermeer Andringa, Vermeer Corporation, discusses that STEM jobs are growing three times faster than other jobs over the decade, that we must support workforce development es-pecially for women, and that building collaboration is essential. She shares, “If we continue to build on these collaborative efforts, both in-state and across state lines…we will achieve success.”

Ann drake, DSC Logistics, shared a company initia-tive to increase women’s leadership in the logistics and supply chain industry: “The initiative recognizes the contribution of women leaders to the field and promotes the development of up-and-coming lead-ers. The initiative is named AWESOME - Advancing Women’s Excellence in Supply Chain Operations, Management and Education.”

Stephen Rowe, Jr., Ernst & Young, says that many of the corporate responsibility initiatives aim to strength-en education and build STEM skills. He then shares a strong diversity commitment with “One strong point of connection between our STEM initiatives and our commitment to diversity is our inclusiveness recruit-ing strategy.”

Steve Swad, Rosetta Stone, talks about that the need is for global orientation as “there is a high prob-ability that many of our STEM students will experience working on international projects….” languages will be needed as well as the thinking “to think locally as well as globally.” This is a critical part of diversity as we collaborate with innovators across the world. The view of community engagement, both U.S. and global, is key as shared by many of the CEOs such as duke Energy and The Coca-Cola Company.

It Takes CEo Commitment!

The submissions include a message of commitment shared in all the CEO interviews. As we conclude this introduction, we note that change can’t occur with-out it. dr. Paul Jacobs, Qualcomm Incorporated,

states it well, “We need corporate leaders to make the commitment to advancing STEM education…. Our leaders must invest resources and time to pro-vide mentorship and guidance.” These CEO com-mitments are voiced throughout each submission.

denise Ramos, ITT, postures that “Leaders also sup-port STEM when they are successful change agents within their own organizations.”

Mort Zuckerman, U .S . News & World Report, sums up, “We know what the need is. We know what the benefits are. We’ve got to find some way to push this issue in the forefront of awareness of the American public.” The rationale is clear from the CEO perspec-tives. Wes Bush, Northrop Grumman Corporation, has summarized that we must change. “STEM-based expertise is at the heart of our high-technology culture, society and economy.” Yet, the number of young students falls short. We must change given the competitive world and need for diverse STEM talent. Yes, it takes commitment and resources and the en-gagement toward move the needle. Our nation’s fu-ture depends on it. n


STEMconnector® is the leading communications platform connecting stakeholders in STEM education and workforce development. Partners include corporations, industry associations, professional societies, think tanks, state and local governments, Federal Agencies and students and educators concerned with STEM education in the United States.

Offering a suite of products whose aim is to identify, inform and connect entities working in STEM Education/Careers STEMconnector® is a primary hub connecting employers to the educational sector in STEM. The ulti-mate goal of these efforts is to encourage strategic and high-impact investments that improve educational outcomes in the labor force.

STEMconnector® enables and nurtures connectivity among the diverse efforts to build the STEM workforce of today and tomorrow with a particular focus on increasing participation by women and underrepresented minorities. Our work spans the entire pipeline (Kindergarten — Jobs) and how STEM Education experiences translate into careers. Our prod-ucts and services include the following:

With more than 5000 STEM stakeholder profiles, the STEMconnector® database maps the STEM Education activity of organizations and state-level. Organizational profiles are under major categories: business, government, associations, diversity and women and education. Major subject areas are available and cross-referenced. Research is intensive as the profiles are updated and the site includes a searchable database. The STEMconnector® database has given the STEM community a giant resource and a tool to establish partnerships with a broad cross section of organizations work-ing in STEM education to increase connectivity in regions through working relationships. The site is a growing resource with subject areas added and updated regularly. STEMdaily®, STEM Results, STEM publications and a STEMconnector® Blog and social media are key features.

STEMdaily® provides hot relevant news to a broad audience of stakeholders involved in STEM Education. The electronic daily news provides summaries of 20 stories across 14 different categories with links to the original content in an easy-to-read format. STEMdaily® includes a variety of sources: major news outlets, business wires, blogs and affiliate submissions. As of May 2013, the STEMdaily® reaches over 8000 individuals. After being released, all stories are archived in a search-able database available for research and reference. Sign up at www.STEMconnector.org/STEMdaily Submit a story to [email protected]

STEMconnector’s EdTech Weekly Report is the one-stop source for everything happening in the EdTech and digital & distance learning space. Curating stories from a variety of sources, EdTech Weekly Re-port™ focuses on the macro-trends in the policy, technology development, and media spheres that is making EdTech the change issue for education. Additionally, STEMconnector® will track and offer events,

competitions, and STEM Briefs™ that will put it at the nexus of the changing face of education in the United States and in the world.

The objective of these calls is to convene thought leaders, key voices from across the stakeholder community to present perspectives from industry, government, education and non-profits working on these issues. The TownHall conference calls bring together high-level decision-makers within organiza-

tions across the public, private, academic and non-profit sectors with the aim of informing and connecting stakeholders by establishing common goals and patterns of excellence. Town Halls have been held on STEM Jobs, Workforce Plan-ning, diversity and Women and Girls.

STEMconnector’s Innovation Task Force: Leaders driving change - innovation is the inter-section of invention and insight, leading to the creation of economic value. STEMconnector’s STEM Innovation Task Force will select pockets of innovation within the STEM education eco-system — compelling priorities — for analysis, mapping, and promoting general understanding

of the relationships between STEM talent development, STEM job creation and workforce career paths in STEM.

STEMconnector® is The One Stop Connecting and Convening Force for ‘Who’s doing ‘What’ in STEM Education and Careers

http://www.stemconnector.org/STEMdaily

mailto:[email protected]


STEMconnector® is the leading communications platform connecting stakeholders in STEM education and workforce development. Partners include corporations, industry associations, professional societies, think tanks, state and local governments, Federal Agencies and students and educators concerned with STEM education in the United States.

Offering a suite of products whose aim is to identify, inform and connect entities working in STEM Education/Careers STEMconnector® is a primary hub connecting employers to the educational sector in STEM. The ulti-mate goal of these efforts is to encourage strategic and high-impact investments that improve educational outcomes in the labor force.

STEMconnector® enables and nurtures connectivity among the diverse efforts to build the STEM workforce of today and tomorrow with a particular focus on increasing participation by women and underrepresented minorities. Our work spans the entire pipeline (Kindergarten — Jobs) and how STEM Education experiences translate into careers. Our prod-ucts and services include the following:

With more than 5000 STEM stakeholder profiles, the STEMconnector® database maps the STEM Education activity of organizations and state-level. Organizational profiles are under major categories: business, government, associations, diversity and women and education. Major subject areas are available and cross-referenced. Research is intensive as the profiles are updated and the site includes a searchable database. The STEMconnector® database has given the STEM community a giant resource and a tool to establish partnerships with a broad cross section of organizations work-ing in STEM education to increase connectivity in regions through working relationships. The site is a growing resource with subject areas added and updated regularly. STEMdaily®, STEM Results, STEM publications and a STEMconnector® Blog and social media are key features.

STEMdaily® provides hot relevant news to a broad audience of stakeholders involved in STEM Education. The electronic daily news provides summaries of 20 stories across 14 different categories with links to the original content in an easy-to-read format. STEMdaily® includes a variety of sources: major news outlets, business wires, blogs and affiliate submissions. As of May 2013, the STEMdaily® reaches over 8000 individuals. After being released, all stories are archived in a search-able database available for research and reference. Sign up at www.STEMconnector.org/STEMdaily Submit a story to [email protected]

STEMconnector’s EdTech Weekly Report is the one-stop source for everything happening in the EdTech and digital & distance learning space. Curating stories from a variety of sources, EdTech Weekly Re-port™ focuses on the macro-trends in the policy, technology development, and media spheres that is making EdTech the change issue for education. Additionally, STEMconnector® will track and offer events,

competitions, and STEM Briefs™ that will put it at the nexus of the changing face of education in the United States and in the world.

The objective of these calls is to convene thought leaders, key voices from across the stakeholder community to present perspectives from industry, government, education and non-profits working on these issues. The TownHall conference calls bring together high-level decision-makers within organiza-

tions across the public, private, academic and non-profit sectors with the aim of informing and connecting stakeholders by establishing common goals and patterns of excellence. Town Halls have been held on STEM Jobs, Workforce Plan-ning, diversity and Women and Girls.

STEMconnector’s Innovation Task Force: Leaders driving change - innovation is the inter-section of invention and insight, leading to the creation of economic value. STEMconnector’s STEM Innovation Task Force will select pockets of innovation within the STEM education eco-system — compelling priorities — for analysis, mapping, and promoting general understanding

of the relationships between STEM talent development, STEM job creation and workforce career paths in STEM.

The Food and Ag Council will leverage the collective intellect, wisdom and resources of food and agriculture business, education and policy leaders to identify clear action plans that connect and create careers in food and agriculture. Members of the Council will share their goals to collabo-rate on focused initiatives that drive impact—both in the United States and throughout the world.

industry leaders from food and agriculture will collaborate with leaders from government and education. This unique framework will support critical insights that will drive systemic innovation. informal and formal education channels will be included and support from major agricultural stakeholders like Community Colleges, land Grant Universities, national 4-H Council, FFA Organization and other agricultural education leaders. in addition to leadership in their institutions, par-ticipants of the Council will share a passion for educating the next generation food and agricultural workforce. industry organizations such as institute of Food Technologists (iFT) and international Food information Council (iFiC) will also be essential this Council.

Available in hard copies and electronic versions, STEM publications seek to provide tools and re-sources to recognize and spread the message around the importance of STEM. initially thought to be used to promote STEM role models, this project of STEMconnector® include 100 Women leaders in

STEM, 100 CEO leaders in STEM; EdTech: The Revolution in Education; Where are the Students? What are their Career interests? Where are the STEM Jobs?

100 leaders in STEM Series. At STEMconnector® we believe it is important to celebrate and showcase though leaders making a significant contribution to STEM education and careers. This series brings together a collection of leaders taking an active role as ambassadors for STEM. The goal of this series is to build a collective voice calling for a strong STEM leadership.

Results Matter! The STEM Results™ Project applies best practices, measurement and data RESUlTS to more than 5,000 organizations involved in STEM Education. STEM Results™’ challenge is to inven-tory, document, and make available matching STEM organizational goals, targets, and achieve-ments and comparing them to measurable Results. Focus is on data and impact with intent that programs with results can be scaled up and shared. STEMconnector®/ASTRA — with the support of Cisco—seeks to share best practices information with the STEM community. STEM Results™ documents who is providing the best analysis of Results on their STEM programs. STEMconnector® / ASTRA will recognize and honor those STEM organizations that are accomplishing Specific, Mea-surable, Achievable, Realistic and Time-bound (SMART) Results.

STEM Council™ is a formalized intra-company or organizational structure. The purpose of the STEM Council is to lay the foundation for companies to establish internal structures to develop holistic STEM Education/Work force strategies. The Council offers a framework for strategic planning with a coordinated STEM approach and leveraging of resources as well as best practices, and impact on STEM investment. All corporations and organizations are encouraged to form STEM Councils and share with STEMconnector® as we seek best practices, sharing of mission, plans, execution and success of integration for ROi on STEM.

Million women mentors MWM is a collaboration of STEMconnector®, national Girls Collaborative Project (nGCP), Mentornet and nPower that leverages the strong network each brings to the STEM community. MWM will take a coordinated and collaborative approach that embraces hundreds

of partners organizations to increase the number of women engaged as mentors, make pathways to mentoring more accessible. Our goal is to connect one million mentors with ten million girls.

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letter from Business-Higher Education ForumBrian K. Fitzgerald, Chief Executive Officer

The drive to innovate is a hallmark of 21st century global com-panies. As a result of this changing pace of innovation, com-panies and regions exploited the virtu-ous cycle, beginning with basic and ap-plied research fund-ed by government and corporations and leading to new products, services, and jobs. This innova-

tion premium reflects the increasing complexity of the problems and challenges that businesses are re-quired to solve today and the pace at which these solutions must be brought to market. The demand for innovation is not limited to new products. Successful companies must innovate throughout the organiza-tion—in R & d, in product design and engineering, in supply chain and manufacturing, and in finance and marketing.

But an essential, often undervalued ingredient is a highly educated and skilled workforce, because innovation in turn requires increased emphasis on learning organizations where employees are lifelong learners. Workers must not only possess exceptional technical skills, but also the so-called soft skills, the 21st century workplace competencies, and also

must be able to develop new skills while maintaining existing ones.

Unfortunately, we find that relatively few students are adequately prepared for college and the work-place, and even fewer high school and college graduates are interested in high-demand fields that fuel the innovation economy.

Although innovation hot spots (i.e., Research Trian-gle, Silicon Valley, Boston’s Route 128 Corridor) have excelled at refining the interactions among govern-ment, universities, and companies to advance sci-ence, technology, engineering, and math (STEM) learning to fuel innovation, the U.S. as a nation has been far less effective in remedying the misalignment between education and the workforce, particularly in emerging STEM fields such as data science and analytics, cybersecurity, energy, water and materials sciences, and engineering. in fact, McKinsey’s report, Big data: The next Frontier for innovation, indicates that due to exploding demand for talent with data science and analytics training, global demand for data analytics workers will outstrip supply by 200,000 jobs, with the U.S. experiencing among the largest shortfall, in turn jeopardizing innovation in U.S. com-panies.

Corporate investment in education at all levels is critical, and we applaud the spectrum of efforts that these noted CEOs have made to elevate the status of STEM education across the country. BHEF members—presidents of America’s leading research colleges

About Brian K. Fitzgerald

Brian K. Fitzgerald serves as BHEF’s chief executive officer, developing long-term strategy for the membership organization. Under dr. Fitzgerald’s leadership, BHEF’s National Higher Education Workforce Initiative has emerged as the organization’s signature enterprise. intensive project development through its previous initiatives has enabled BHEF to deploy a model of strategic business engagement in higher education to address the U.S.’ highest demand workforce needs. in June 2012, BHEF business and academic members collaborated to launch a dozen workforce projects, creating undergraduate programs in emerging, high-demand fields, including data sci-ence and analytics, cybersecurity, and energy, water and materials science, and engineering. BHEF plans to launch a second cohort of member-led projects in June 2013.


and universities and CEOs of Fortune 500 companies, many of whom are featured in this publication—took insights years of project development to create an innovative model for business engagement in edu-cation shifts away from the traditional transactional model to a strategic business engagement model. This approach uses five corporate levers to improve educational outcomes and workforce alignment:

• C-suite leadership: Companies’ most senior executives use their direct leadership to (1) shape internal and external messaging to raise community awareness of 21st century work-force demands; (2) build a critical mass of peers focused on undergraduate education in sup-port of workforce goals; and (3) guide corporate policy development to ensure the corporation’s actions align with its education strategic goals.

• Philanthropy: Targeted corporate grants serve as vital catalysts for positive, lasting, and high-impact change in higher education. Examples include support for creating new undergradu-ate models, virtual course tools that integrate innovative classroom instruction techniques, and operating support as organizations bring new, evidence-based practice to scale.

• Employee Engagement: The hundreds or thou-sands of employees within an organization rep-resent human capital that can be deployed to support strategic education goals. These individ-uals, when enabled to act outside the corpora-

tion, provide grassroots support for a company’s investments in education and can become major proponents and advocates for the work through outreach, employee advising, and men-toring undergraduates.

• Core Competencies: Businesses use their subject matter expertise to strengthen the education to workforce pipeline by collaborating with higher education. Examples include offering expert support in the creation of new course content aligned to industry standards and partnering with higher education to design new internship models that better equip students with essential skills. As we look to high-demand careers, experts from cybersecurity, water and energy engineer-ing, life sciences, data sciences and analytics, and healthcare will be particularly needed.

deploying these levers to build robust undergradu-ate pathways open will enable students making the critical transition between high school and college to continue their education in these emerging STEM disciplines. But as corporate leaders shouldering the responsibility for employing a competitive global workforce, CEOs realize that higher education is the vital link and are collaborating to create curricula and undergraduate degree programs that will en-sure America’s graduates will be equipped to enter the workforce prepared to succeed in the competi-tive global market. n

About the Business-Higher Education Forum

BHEF is the nation’s oldest membership organization of Fortune 500 CEOs and research university presidents dedicated to advancing innovative education and workforce solutions and improv-ing U.S. competitiveness. now in its 35th year, BHEF’s business and academic members collabo-rate in regions across the country to design and deploy education-workforce solutions in the high-demand and emerging fields that are so critical to innovation and national security. BHEF and its members drive change locally, work to influence public policy at the national and state levels, and inspire other leaders to act. learn more at www.bhef.com.


Over the past few years, much of the discussion on STEM education has fo-cused on the lack of graduates from STEM fields. The proposed solutions have sought to improve math and science education at primary and sec-ondary schools and increase the number of engineering stu-dents in college and graduate school.

While these are important and worthy goals, there is another area of STEM education that also requires our attention.

For several years, manufacturers have struggled with a lack of qualified applicants for skilled technician positions. The widespread adoption of automation and computer-aided manufacturing has changed the nature of manufacturing jobs and greatly in-creased the skills required for these positions. These Applied STEM jobs require a strong understanding of areas like trigonometry, material science, and me-chanical systems, and the programming and use of

computers to control and operate advanced ma-chinery. Simply stated, Applied STEM jobs are the heart of today’s American manufacturing sector. With the ongoing resurgence in U.S. manufacturing, many more skilled employees are needed.

Manufacturers face two key challenges in expand-ing the Applied STEM workforce. First, the perception of manufacturing has failed to keep pace with the reality of the technology-enabled shop floor. This lin-gering image of manufacturing as an undesirable career results in too few people being attracted to jobs in the industry. And second, the qualifications required to obtain a job and pursue a career in Ap-plied STEM have grown as the complexity of manu-facturing in the U.S. has increased. The good news is that opportunities and solutions exist to address both of these challenges.

Across the country, individual communities are spon-soring programs that expose students to the world of manufacturing and opportunities in Applied STEM fields. From manufacturing camps at local science centers to welding competitions at area high schools, there are a growing number of programs designed to reach and attract students to manufacturing. Manufacturers themselves are also getting involved. October 4 of this year is the second annual Manufac-turing day. last year, several hundred manufacturers

letter from The Manufacturing instituteJennifer M. McNelly, President

About Jennifer M. Mcnelly

Jennifer Mcnelly serves as the President of The Manufacturing institute the non-profit affiliate of the national Association of Manufacturers (nAM). The Manufacturing institute is the authority on the attraction, qualification, and development of world-class manufacturing talent. As President of the institute, Jennifer is driving an agenda to research and support manufacturing excellence, innovation and talent, and delivers solutions to make manufacturers in America globally com-petitive. Jennifer has extensive experience in workforce development, employer engagement, and business. She is a proven leader at the institute as the chief architect of the nAM-Endorsed Manufacturing Skills Certification System.

in 2012, Jennifer was named one of the inaugural 100 Women leaders in STEM (Science, Technology, Engineering and Math) published by STEMconnector®. Jennifer is a member of the World Economic Forum’s Global Agenda Council on Advanced Manufacturing; the American national Standards institute (AnSi) Personnel Certification Accreditation Committee; the Precision Metalforming Asso-ciation (PMA) Education Foundation; and the Jobs for dC Graduates Board of directors.


About The Manufacturing institute

The Manufacturing institute is a Washington, dC-based organization dedicated to improving and expanding manufacturing in the United States. We are affiliated with the national Association of Manufacturers and can best be described as part think tank, part solutions center.

in partnership with some of the leading consulting firms in the country, the institute studies the critical issues facing manufacturing and then applies that research to develop and identify solu-tions that are implemented by companies, schools, governments, and organizations across the country.

The institute’s strategies and actions are all done to achieve the following goals: the develop-ment of a world-class manufacturing workforce; the growth of individual U.S. manufacturing com-panies, and the expansion of the manufacturing sector in regional economies.

hosted plant tours for teachers, guidance counselors, parents, and students to showcase their operations and demonstrate that today’s manufacturing floor is clean, safe, and high-tech.

Students are not the only opportunity to expand the pipeline for Applied STEM careers. As in the other STEM fields, women are an underrepresented group in Applied STEM careers. Manufacturing in particu-lar struggles to attract women, primarily because of its legacy as a male-dominated industry and the perception that it is still physical labor. Times are changing though and more women can be found in manufacturing. The Manufacturing institute has a program to recognize the contributions of women and promote more women in science, technology, engineering, and production. Transitioning military personnel serve as another talent pipeline. Veterans have demonstrated an ability to work in teams and perform under pressure and many servicemen and women learned skills in welding, machining, mainte-nance, and logistics while in uniform.

As more individuals become interested in careers in manufacturing, expanded and improved education programs are needed to provide the qualifications required to obtain a job and begin building a ca-reer in the Applied STEM fields. The Manufacturing institute and the national Association of Manufactur-

ers (nAM) have led this effort, identifying best-in-class industry-based credentials, providing them with an nAM endorsement, and encouraging schools to offer these nAM-Endorsed certifications as a part of their curriculum and companies to hire individuals that possess these nAM-Endorsed certifications.

The institute is engaged with hundreds of commu-nity colleges and technical schools to expand and accelerate their manufacturing offerings with nAM-Endorsed certifications embedded in the courses. Manufacturers themselves are contributing through partnerships with their local educational institution to provide internships, equipment, and expertise. in the last two years, over 170,000 nAM-Endorsed certifica-tions were awarded, demonstrating the expanding use of industry credentials to qualify individuals for Applied STEM careers.

Changing the image of manufacturing, improving the quality of the manufacturing workforce, and ex-panding STEM and Applied STEM education oppor-tunities requires commitment and leadership from industry. The CEOs included here have demonstrat-ed this leadership and The Manufacturing institute is proud to support their efforts and honored to recog-nize them as the 100 CEO leaders in STEM. n


Building a qualified workforce in the science, technol-ogy, engineering and mathematics (STEM) fields is central to American economic competitiveness and growth. Workers in these fields form the foundation of the future global knowl-edge economy, as STEM-related jobs are expected to grow by nearly 20 percent in

the next five years, while the unemployment rate among STEM-degree holders remains about half that of non-STEM workers.

Yet U.S. business leaders warn that the supply of quali-fied STEM workers fails to meet demand—a situation that jeopardizes our nation’s productivity and our ability to lead innovation in the global economy. The STEM skills deficit affects a surprisingly wide array of industries—including information technology, energy, manufacturing, healthcare, retail, and many others—hindering the prosperity of the nation as a whole.

As the CEOs in this publication suggest, building a sus-tainable pipeline of STEM-capable workers requires a coordinated approach among industry, higher education and government stakeholders. Employers are certainly an integral part of this coalition, and other partners include parents, K-12 schools, creden-tialing organizations, professional associations, and many more.

industry leaders agree that fostering a strong STEM workforce depends on broadening the appeal of STEM careers to a more diverse set of students. doing so requires attention to several national dynamics:

• Male students are significantly more likely than their female counterparts to show interest in a college major or career in STEM. Although women comprise about 60 percent of college students, they earn only 45 percent of STEM degrees. How-ever, the economic incentive is clear: Women who hold STEM degrees and jobs earn on aver-age 30 percent more than women in non-STEM occupations.

• Blacks and latinos make up roughly 28 percent of the U.S. population, but represent only 7 per-cent of U.S. STEM workers. These groups represent a largely untapped human resource to expand the STEM workforce. Engaging and supporting students earlier in their education may lead to successful diversification and expansion of these fields.

• The K-12 education system lacks sufficient, quali-fied math and science teachers who can bring these subjects to life in a hands-on, engaging way. Teachers from elementary school through postsecondary levels should educate students on the wide range of STEM career options and the importance of STEM for industries and society.

Companies that are successfully cultivating the fu-ture STEM workforce are collaborating with school systems and postsecondary institutions to offer men-torships, internships, after-school programs, summer camps, and other creative opportunities for students to experience STEM disciplines outside of the class-room.

University of Phoenix contributes to the development of students in STEM fields and helps them connect their education to rewarding careers. We believe educators can best help in three ways: first, by pro-viding career-relevant educational offerings de-signed in partnership with industry leaders; second, by creating efficient educational pathways from foundational to advanced skill levels that incorpo-rate a wide range of educational choices for adult learners; and third, by integrating career support ser-vices into the educational process to help students map their academic achievements to specific ca-reer goals and outcomes.

Addressing today’s workforce challenges requires taking bold, innovative and collaborative action.

dr. Bill Pepicello President University of Phoenix

letter from The University of PhoenixDr. Bill Pepicello, President

© 2013 University of Phoenix, Inc. All rights reserved. | ISG-P55004

Our graduates roll up their sleeves, too.

See how we’re connecting education to careers at phoenix.edu

University of Phoenix graduates have relevant, real-world education. Our curriculum is developed by industry experts and taught by working practitioners. So students learn how business is really done. And that puts both of you ahead of the game.


America’s STEM chal-lenge is not going to get solved with-out very forceful leadership from the country’s best chief executives. Sorry, you may not have asked for the job, but if you’re a business leader, you’ve got it. Fixing America’s shortage of STEM talent is not just cor-porate social respon-sibility, it’s corporate

shareholder responsibility. Or, if you run a private company, it’s just smart business.

The men and women recognized in this volume get it. They know the STEM worker shortage is a big and growing problem that threatens American com-petitiveness, the future of the middle class and the ability of their own organizations to expand. These are people who embrace complex problems, and they’re acknowledged here because they’ve done a lot to help solve this one. They, and others in their companies, have demonstrated leadership on a subject—education—that’s not always easy for busi-ness leaders to speak out on. They’ve devoted mon-ey and talent to the problem and, in many cases, thousands of man-hours from dedicated fellow em-ployees. They’ve mentored students, staged science contests, created training programs.

Unfortunately, it’s not enough. More needs to be done on the corporate side, in cooperation with

A Call for Corporate Action on STEM Brian Kelly, Editor and Chief Content Officer, U.S. News & World Report

state and federal government and the education and nonprofit sectors. And more people need to be made aware of the problem—perhaps most impor-tantly, students and parents. Even as the demand side becomes more vocal, there are still too many people on the supply side who don’t understand the urgency.

The key is to frame STEM as a jobs issue, which is why the companies matter so much. As the country’s em-ployment crisis drags on, government and educa-tors are increasingly willing to listen to employers. The progressive ones are asking, “What do you need to fill your workforce?” The answers are helping to reshape the way we teach, inspire and hire.

At the first STEM Solutions summit hosted by U.S. news & World Report in 2012, Wes Bush, the CEO of northrop Grumman, stressed the need for companies to be participants and not bystanders. He urged them to reach out and forge creative partnerships with gov-ernment and education, as his own company has done to fill crucial jobs. He ended his speech with a stark challenge that i think captures the sentiment of the most pragmatic and progressive CEOs:

“decline, be it national, economic, or corporate, is a choice. it’s not a fate. We all know how intractable the STEM problem may have appeared for these many years, but it does not have to be a permanent affliction. We have options, and we have tools, and we can take action.”

We need more of that kind of thinking. As the execu-tives honored in this volume demonstrate, we have a strong base to build on. i congratulate each of them and look forward to discussing where we go next. n

About Brian Kelly Brian Kelly was named editor of U.S.news & World Report in April 2007, nine years after joining the magazine. With more than 30 years of journalism experience, including covering Capitol Hill, politics, and the presidency both as a beat reporter and as an editor, Kelly is one of the nation’s most experienced magazine editors in steering national and international news content. Addi-tionally he has helped bring U.S. news into the internet age by integrating the online and print staffs and reinvigorating the magazine’s emphasis on consumer journalism. Kelly is consistently expanding the U.S. news “Best” franchise from its long-time signature products like America’s Best Colleges and America’s Best Graduate Schools to several new data-rich projects that are launching in fall 2007.

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The status quo. Linear thinking. These are obstacles to an evolving organization.

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100 Women Leaders in sTem ©2012 sTemconnector™ al l r ights reser ved32 32 | 100 CEO lEAdERS in STEM ©2013 STEMconnector® A l l R ights Reser ved ©2013 STEMconnector® A l l R ights Reser ved 100 CEO lEAdERS in STEM | 33

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nyFor middle and high school students, 3M sponsors FiRST®Robotics, destination imagination, Math-Counts and FiRST@lego league. in addition to sup-porting local science fairs, 3M has partnered with the Discovery Channel for the Discovery Education 3M Young Scientist Challenge. This is a premier sci-ence competition for students in grades 5-8. The Challenge rewards middle school students for their science acumen, demonstration of innovation and curiosity, and communication skills.

How does 3M encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?We have found mentoring to be one of the most effective ways to encourage women and students of color to pursue math and science careers. Mentoring gives students a connection to some-one in the field who can help with career-related questions.

What is your advice on using private-public part-nerships to tackle our most pressing education challenges in STEM?Collaboration is a key tenet of 3M’s culture of inno-vation. We encourage scientists and researchers to work together to share technology across the com-pany to develop new customer solutions. We use this same approach in our efforts to support STEM initia-tives.

For example, 3M has worked with the St. Paul Pub-lic Schools for more than 30 years, providing cash grants, mentoring, skill-based volunteering, including funding a volunteer coordinator at two inner city high schools to connect teachers and students with 3M mentors. We have more than 500 employees and retirees serving as mentors. The company also developed the 3M STEP (Science Training Encour-agement Program) for students from St. Paul Public Schools. This program connects high school students with 3M scientists as mentors and also gives the stu-dents summer jobs in 3M labs.

Fostering interest in science, technology, engineer-ing and math and developing the innovators of the future is something that we take seriously at 3M and our partnership with public organizations is helping us achieve our goals. n

inge G. Thulin was named chairman, president and chief executive officer of 3M Company in 2012. A 32-year veteran of 3M, he served as Executive Vice President and Chief Operat-ing Officer of 3M since May of 2011, after hav-ing served as Executive Vice President, 3M international Operations since 2003. Mr. Thu-lin joined 3M Sweden in 1979, working in sales and marketing, and subsequently assumed levels of greater responsibility.

With hands-on experience building busi-nesses in both developed and develop-ing economies, Mr. Thulin’s grasp of societal trends is impressive. For example, his business background and nordic upbringing helped shape his view that the global trend toward sustainability presents tremendous opportu-

nity for 3M to both improve the environment, and 3M’s business performance, simultane-ously.

Mr. Thulin is known for emphasizing teamwork, a concept he learned to value as a young hockey player in one of Sweden’s top leagues. He is known for his quick wit and accessibility, for focus and clarity, and for his uncanny abil-ity to effectively prioritize.

A native of Malmo, Sweden, Mr. Thulin is an out-door enthusiast who enjoys skiing, skating and hiking. He and his wife Helene are citizens of the United States, and reside in the Twin Cities.

Mr. Thulin earned degrees in Economics and Marketing from the University of Gothenburg, Sweden, in 1978.

inge G. ThulinChairman, President and Chief Executive Officer 3M Company

3M captures the spark of new ideas and transforms them into thousands of ingenious products. Our culture of creative col-laboration inspires a never-ending stream of powerful tech-nologies that make life better. 3M is the innovation company that never stops inventing. With $30 billion in sales, 3M employs about 88,000 people worldwide, including 8200 researchers and has operations in more than 70 countries.

3M Community Giving is helping to improve lives in communi-ties around the world. Since 1953, 3M and the 3M Foundation have invested more than $1.2 billion in cash and products in education and charitable organizations. These donations were bolstered by thousands of employee and retiree volun-teers. in 2012, 3M awarded more than $56 million to non-profit organizations. For more information, visit www.3Mgiving.com or follow @3Mgiving on Twitter.

Why do you believe STEM Education and workforce development are critical to our nation’s future?As a science-based, diversified technology com-pany, 3M has a keen awareness of the importance of fostering the next generation of innovators. 3M scientists use science and technology everyday to solve problems. More broadly, we recognize the importance of STEM disciplines in solving some of the world’s most pressing problems. As a result, we are committed to developing and supporting programs that inspire and support student achievement in sci-ence-related fields.

How has your corporation coordinated investments in education with future workforce needs?For more than 60 years, 3M has been a leader in forg-ing partnerships with local schools on STEM-related programs. Our focus has been on providing students with hands-on, real world experience in applying sci-ence to everyday problems. We believe in sparking an interest in science early in the educational pro-cess. As a result, our scientists and researchers volun-teer through our Visiting Wizards program to provide hands-on science demonstrations for students in grades K-6. These demonstrations highlight science concepts and help students connect science with everyday life.

We have found that supporting teachers is one of the most effective ways to generate enthusiasm for science among middle and high school students. Through our TWiST (Teachers Working in Science and Technology) program, middle and high school math, science, and technology teachers spend six weeks during the summer working closely with 3M scien-tists on actual research projects. This gives teachers active and challenging technical experiences in an industrial setting. TWiST is based on the idea that the way to learn science is to do science—an axiom that applies as much to teachers as it does to their students.

3M also supports teachers in their efforts to create interactive learning opportunities by bringing inno-vative teaching methods into classrooms. Through 3M ingenuity Grants, teachers can purchase sup-plies and create programs that connect learning to the world beyond the classroom. Since the pro-gram’s inception in 2003, 3M has awarded more than 1,000 ingenuity Grants, giving more than $3.2 million to teachers.

“Mentoring gives students a connection to someone in the field who can help with career-related questions.”


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eWhy do you believe STEM Education/workforce development is critical to our nation’s future?We believe the demand for STEM talent—in high tech companies as well as numerous other indus-tries—will explode in the next decade. Companies will continue vying fiercely for this talent, as they seek to compete on product innovation and as entrepre-neurs create new opportunities in a rapidly expand-ing technology landscape. This confluence of factors continues to make STEM education and workforce development in the U.S. critical to our future.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?At Accenture, we nurture strong relationships with national minority and women’s organizations, includ-ing the national Society of Black Engineers, Society of Hispanic Professional Engineers and the Society of Women Engineers, and we have internship recruiting programs at historically black colleges and universities and at Hispanic-serving institutions. Additionally, our Student Empowerment Program aims at diverse soph-omores pursuing careers in business and technology.

We also fund scholarships that encourage minorities to pursue STEM-related degrees. These include the Accenture Scholarship Program for Minorities and our American indian Scholarship Fund, which pro-vides scholarships for high-achieving native Ameri-cans seeking degrees and careers in technology or business-related fields. Additionally, we created Cayuse Technologies, a native American-owned iT sourcing center where we provide living-wage jobs for American indians and others in the community. There, our employees receive professional business, technical and leadership development training on an ongoing basis.

What principles do you apply to your professional and personal life to advance STEM education?My father told me things like ‘you are known by the people you associate with’ and ‘your word is your bond.’ These may sound simplistic but they are true and have translated into my philosophy in life.

As a result, i believe in the work of organizations like nPower, a national network that helps nonprofits use technology to better serve communities. Accenture supports nPower’s Technology Service Corps, which provides free iT career training to underserved young adults, through grants and volunteering. We run a similar program with Houston-based Genesys Works, while also supporting their organizational expansion across the U.S.

How can we advance mentorships and apprentice-ships in the STEM pipeline?Accenture works with nonprofits as part of our cor-porate citizenship initiative, Skills to Succeed, which plans to equip 500,000 people by 2015 with the skills they need to get a job or start a business. A number of our nonprofit partners focus on technical training and education, and much of our involvement helps to deliver this.

For example, we team with nonprofit Year Up to mentor urban young adults, providing career skills, experience and support to help them reach their potential. Additionally, our paid undergraduate summer internships provide first-hand exposure to careers in engineering and technology.

What is your advice to those involved in promoting STEM education?i would tell companies that they already have the resources to promote STEM education and careers—their people. When Accenture engineers or soft-ware developers speak to students and describe their career paths, they help those students envision their own futures in STEM careers.

i would also advise companies to team with nonprof-its in relevant areas. There is incredible work going on all around the country, and, together, companies and nonprofits can make a difference in STEM and in careers for our young people.

What counsel would you provide around “collabo-ration to achieve success” in STEM education and work force?We believe that companies should develop pri-vate-public collaborations. For example, we part-ner with Upwardly Global, a nonprofit organization that works with skilled immigrants. Accenture vol-unteers provide resume development, mock inter-views, networking practice and mentorship support. Additionally, with our help, Upwardly Global recently launched an online employment training program, which they, in turn, leveraged to partner with a national engineering firm to train and place skilled immigrants in engineering jobs.

What is the key to smart STEM investments?Organizations should take three steps: they should plot their strategy for finding the talent they need to compete and win; they should forecast talent demand as an integral part of their talent acquisi-tion and management strategy; and they should augment use of staffing agencies and online job boards with new kinds of intermediaries, such as online platforms and networks of retired scientists and engineers, that make it easier to match STEM demand with supply. n

Jorge l. Benitez is the chief executive–United States and senior managing director–north America for Accenture. Jorge has primary responsibility for Accenture’s business and operations in north America, including devel-oping and executing the business strategy and driving the company’s growth in the region

Jorge most recently served as chief operating officer—Products, the largest of the compa-ny’s five operating groups. in that role, which he held for five years, Jorge led Accenture’s global business across a wide set of consumer-relevant industry groups, including: Automo-tive; Air, Freight & Travel Services; Consumer Goods & Services; industrial Equipment; infra-structure & Transportation Services; life Sci-ences; and Retail. He has also served as the relationship lead for one of Accenture’s larg-est Products clients.

Jorge’s success in business and his contribu-tions to the broader community have been

recognized on a number of occasions. His-panic Business Magazine named him to its “2011 Top 25 Corporate Elite” list and, in 2004, selected him as one of the 100 most influen-tial Hispanics in the United States.

Jorge has led Accenture’s Minority Mentor-ing Program, served as Accenture’s Global People Advocate and was a member of the Accenture Foundation Board. He is on the board of the leukemia and lymphoma Society, a cause he feels personally passion-ate about, and he is involved with the Miami Chamber of Commerce and the United Way of Miami-dade. Jorge is also deeply involved in supporting STEM education and training through his Business Roundtable membership.

Jorge graduated from the University of Florida with degrees in accounting and economics. He and his wife, Mary, an accomplished engi-neer, live in Miami with their three children.

Jorge l. BenitezChief Executive—United States and Senior Managing director—north America Accenture

Accenture is a global management consulting, technology services and outsourcing company, with 261,000 people serv-ing clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. Through its Skills to Succeed corporate citi-zenship focus, Accenture is committed to equipping 500,000 people around the world by 2015 with the skills to get a job or build a business. The company generated net revenues of US$27.9 billion for the fiscal year ended Aug. 31, 2012. its home page is www.accenture.com.


AD

P®Why do you believe STEM Education/workforce development is critical to our nation’s future?innovation has long been the lifeblood of America’s economy. if America wants to maintain its reputation for being an innovation leader and grow its economy, we must cultivate future generations of young peo-ple and encourage them to pursue education and careers as scientists, engineers, mathematicians and technologists. doing so is critical to America retain-ing its global competitive advantage and heritage of innovation excellence, and to addressing the cur-rent U.S. skilled labor shortage that is contributing to millions of U.S. jobs going unfilled.

America’s growing skills shortage threatens to reduce its ability to compete in the future. The pace of technological change requires a new set of skills not prevalent in our aging workforce. For example, the average age of a highly skilled U.S. manufac-turing worker today is 56. As more and more baby boomers retire, the manufacturing sector is just one area of our workforce that will need a new influx of talent. now is the time to train the next generation of Americans that the U.S. manufacturing sector and other sectors will increasingly need in the future.

if the U.S. truly wants to keep pace and remain competitive in the broader global economy, America’s youth must be provided the education, skills and opportunity to discover, create and com-pete. To accomplish this, America needs to clearly communicate to its young people—America’s future workforce—the many rewards of pursuing an education and career in the areas of science, tech-nology, math and engineering.

How has your corporation coordinated investments in education with future workforce needs?Education is one of the core pillars of our corporate social responsibility strategy. Through the AdP Foun-dation, the company contributes to more than 20 educational institutions, representing approximately 33% of the Foundation’s direct grant funds. Of these, technical/engineering schools and STEM represent about 47% of the Foundation’s grants. in addition, AdP’s matching gift program offers our associates the ability to support a qualified educational insti-tution. in addition to its efforts in the U.S., AdP has corporate social responsibility programs specifically targeting education in india and the Philippines.

We also recognize the importance of education and opening doors to young people.

Our founder, the late Henry Taub, strongly believed that education unlocked the doors to success. To honor his unwavering view that learning empowers people, AdP established the Henry Taub Scholars—a college scholarship program that recognizes outstanding aca-demic achievement and honors five deserving chil-dren from our family of AdP associates worldwide. The Henry Taub Scholars is open to AdP associate family members who are pursuing an undergraduate college education and awards up to $20,000 in annual finan-cial assistance for tuition and books.

AdP is also deeply committed to professional develop-ment and the career advancement of our 57,000 associ-ates around the world. We provide a wide array of training programs and course offerings, and we are consistently recognized for providing extraordinary employer-spon-sored workforce training and development offerings. AdP also offers a highly competitive tuition reimburse-ment program for full-time associates that enroll in quali-fied certification or degreed programs.

What area of STEM are you most passionate about?i am personally very passionate about education as a path to advancement. When i first arrived with my par-ents in the United States from Cuba, they didn’t speak English and they didn’t have college degrees. My par-ents and my grandparents, who lived with us, really pushed hard on education as the way to make a better life. They regretted not having an education themselves, and in their mind a good education was something that no one could take away from you once you had it. Edu-cation and work ethic were definitely important guiding principles in my own life, and i credit my parents for their strong desire to see me attend good schools and cre-ate a better life than they had.

Which STEM initiative that your company has sup-ported are you most proud?AdP is currently supporting and partnering with oth-ers on STEM and MaST programs in the communities in which we operate. Through the AdP Foundation and partnerships with Augusta State, Augusta Tech, Paine College and the University of Texas at El Paso, we have committed to grow math and science educators in the Augusta, Georgia and El Paso, Texas communities by sponsoring scholarships to encourage students to enter into education programs in math and science.

How is your company connecting diversity initiatives with STEM initiatives? Is this a part of your compre-hensive strategy?Just recently, we created a new senior role in the company, Chief diversity & Corporate Social Respon-sibility Officer that will further advance and integrate our efforts in this area with corporate strategy. Great companies act on their initiatives, link these initiatives with company values and business results, and set an example at all times. AdP’s diversity and inclusion efforts support this way of thinking, demonstrated by our consecutive fourth year ranking in diversityinc’s Top 50, our 100% score in the Corporate Equality index and our industry-leading associate engagement scores. We have executive, regional and local diversity councils as well as women’s leadership initiatives that also sup-port our core Education pillar and a growing Supplier diversity program that partners with minority-owned businesses in the technical fields. We also have strong relationships with universities and national professional organizations known for their diverse populations and memberships. According to diversityinc CEO luke Vis-conti, AdP’s top level (CEO and direct reports) has 50 percent more Blacks, latinos and Asians than the aver-age for the diversityinc Top 50. n

Mr. Rodriguez was named President and Chief Executive Officer of AdP® in november 2011.

Mr. Rodriguez has been with AdP since 1999, most recently as President and Chief Operat-ing Officer since May 2011, and previously as President of national Account Services and Employer Services international. He joined AdP through its acquisition of Vincam, where he served initially as CFO for a short period before becoming President of AdP Total-Source®. Under his leadership, TotalSource became the fastest growing, as well as the largest, Professional Employer Organization (PEO) in the industry.

Mr. Rodriguez then spent several years as President of AdP’s Small Business Services

(SBS), which included AdP’s small business payroll services, AdP TotalSource and AdP Retirement Services. Under his leadership, SBS launched “RUn Powered by AdP®” payroll management service, which has become one of AdP’s fastest growing product plat-forms.

Mr. Rodriguez holds master of business admin-istration and bachelor of arts degrees from Harvard University. in addition to his work at AdP, Mr. Rodriguez serves on the Boards of AdP, Hubbell inc. and A-T Children’s Project. He is a member of the Business Roundtable and the Economic Club of new York.

Carlos A. RodriguezPresident & Chief Executive Officer ADP®

AdP® (nASdAQ: AdP), with more than $10 billion in revenues and approximately 600,000 clients, is one of the world’s largest providers of business outsourcing and human capital manage-ment solutions. leveraging over 60 years of experience and a global footprint spanning more than 40 countries, AdP of-fers a wide range of human resource, payroll, talent manage-ment, tax and benefits administration solutions from a single source, and helps clients comply with regulatory and legisla-tive changes, such as the Affordable Care Act (ACA). AdP’s easy-to-use solutions for employers provide superior value to companies of all types and sizes. AdP is also a leading provider of integrated computing solutions to auto, truck, motorcycle, marine, recreational vehicle, and heavy equipment dealers throughout the world. For more information about AdP or to contact a local AdP sales office, reach us at 1.800.225.5237 or visit the company’s Web site at www.adp.com.


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tionWhy do you believe STEM Education/workforce

development are critical to our nation’s future?Our society is heavily dependent on science and engineering; it’s virtually impossible to be success-ful in today’s world without relying on technology in some form. it is widely acknowledged that the major-ity of jobs in the future will be technology-based. Encouraging STEM education and workforce devel-opment is critical to ensure that there will be a ready supply of young engineers and scientists to pursue science and technology to solve our critical techno-logical problems and to serve as our future leaders. it is required to sustain our economy and to enable our participation in global leadership. For well over a decade now, the number of students studying the STEM disciplines has been declining in our country. if this continues, the United States will find itself unable to either maintain or advance its own technologi-cal systems, or to compete effectively on the world stage.

How do you believe STEM education can improve a nation’s competitiveness? A number of studies reveal that worldwide; the majority of jobs in the future will require a technically savvy workforce. in recognition of this, many other nations are increasing their investment and focus in STEM education for their population. They are gradu-ating college-trained engineering and science stu-dents in larger numbers and a faster rate than the United States. in addition, a significant number of the STEM undergraduate and graduate students in the United States are foreign born, many of whom are returning to their native countries after graduation. As a result, there will be a global competition for criti-cal research and development jobs, and opportuni-ties to innovate and develop new technologies.

Beyond Standards, what are the first steps we should take to curb the STEM education crisis?The first step is to strengthen the talent base in our teachers in K-12. in order for students to succeed in STEM areas, they must have a solid foundation of language skills, reading comprehension, math and science. Our teachers need to have the tools and training necessary to develop the natural curiosity in children. As corporate leaders, we need to apply our resources to helping our teachers and inspiring them at all levels. We also need to get the word out on the fabulous STEM careers for young people and

how math and science lay a foundation for those careers. We don’t want them to opt out unknowingly.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?We have to encourage these students at home, at school and in the community. it is critical that these students have access to, and interaction with, role models who can advise them of the wonderful career opportunities that will be available to them when they succeed. By showing them these path-ways to success, we will be effectively countering the obsolete but still prevalent views that these fields are “not for them.” We are starting to achieve this through programs like MathCounts, FiRST Robotics, Sally Ride Science and Change the Equation. My own company, The Aerospace Corporation, has sev-eral internal programs that encourage our scientific and technical staff to volunteer in area middle and high schools, working directly with teachers and stu-dents to show real-world applications of the class-room science and math they’re studying.

How is your company connecting diversity initia-tives with STEM initiatives? Is this a part of your comprehensive strategy?diversity and STEM initiatives must be worked jointly. We don’t have enough STEM graduates; we have even fewer STEM graduates from under-represented populations. diversity outreach to schools is a strate-gic priority for us. We rely on our staffing, leadership development, and affinity groups to reach out to under-represented students in the strategic partner schools at the middle- and high-school level and at the undergraduate and post-graduate levels. We select strategic partner schools that are at the cen-ter of diverse communities, with great needs, and an abiding interest in STEM. One activity we focus on every year is our own Herndon Science Compe-tition, named for one of our distinguished scientists and mentors. This competition, held on both coasts, offers diverse middle- and high-school students the opportunity to create innovative science projects and bring them to our campus, where our scien-tists, engineers, and Air Force customers judge them. Winners receive savings bonds, which we hope they will use toward education. n

dr. Wanda M. Austin is president and chief executive officer of The Aerospace Corpo-ration, a leading architect for the nation’s national security space programs. The Aero-space Corporation has nearly 4,000 employ-ees and annual revenues of more than $850 million. She assumed this position on January 1, 2008.

She is internationally recognized for her work in satellite and payload system acquisition, systems engineering, and system simulation.

Austin served on President Obama’s Review of Human Spaceflight Plans Committee in 2009, and in 2010 was appointed to the defense Science Board.

Austin earned a bachelor’s degree in math-ematics from Franklin & Marshall College, master’s degrees in systems engineering and mathematics from the University of Pittsburgh, and a doctorate in systems engineering from the University of Southern California.

Austin is committed to inspiring the next gen-eration to study the STEM disciplines and to make science and engineering preferred career choices. She has guided Aerospace and industry in reaching out to youth and minority groups to explain the importance of education in science, technology, engineer-ing, and math. She has hosted a number of these groups personally, participated in facil-ity tours, spoken at seminars, and partici-pated in STEM activities from the local to the national level.

Under her guidance, the corporation has undertaken a number of initiatives in support of this goal, including participation in Math-Counts, US FiRST Robotics, and Change the Equation; she was among the first CEOs to commit to Change the Equation. Austin’s pas-sion for encouraging young people to work hard in pursing their dreams and her dedica-tion to achieving diversity in the workplace have enabled her to provide solutions at the community, industry, and national levels.

dr. Wanda M. AustinPresident and Chief Executive Officer The Aerospace Corporation

The Aerospace Corporation is an independent, nonprofit or-ganization dedicated to the objective application of science and technology toward the solution of critical issues affecting the nation’s space program. Part of the corporation’s com-mitment to the future of our nation’s continued success in and access to space is to inspire new generations who will con-tinue the work of companies like The Aerospace Corporation. Aerospace has made STEM the focal point of its education outreach initiatives. Through employee volunteerism, and stu-dent and teacher collaboration, Aerospace focuses on inspir-ing middle and high school students to consider careers in the STEM disciplines. Our mission is to develop a systematic approach that will utilize the knowledge, skill, and expertise of technical volunteers, promoting the advancement of science and math education with our youth. The ultimate goal of these partnerships is to encourage the prospect of cultivating future engineers for the entire aerospace and defense industry.


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.Why do you believe STEM education and workforce development are critical to our nation’s future?Our ability to compete as a nation and in business depends largely on our capacity to understand and continuously adapt to changing environments. Criti-cal thinking skills evolve from our earliest experiences in exploring and analyzing complex problems. Yet despite modest improvements in the U.S., we are still largely failing our students by de-emphasizing the learning that fuels research and innovation in sci-ence, technology, engineering and math. As a coun-try, we need to do more to feed and develop the innate curiosity and aptitude of our nation’s students so that we can harness their natural tendency for dis-covery and exploration. And as employers, we can do more to accommodate non-conformists; today’s free-thinkers are tomorrow’s innovators.

How do you believe STEM education can improve the nation’s competitiveness?in the classroom, we define what matters by virtue of what is taught, measured and rewarded. Most chil-dren have a natural curiosity about how things work and the relationship between cause and effect. These behaviors are the seeds of open and inquisitive minds. Four out of five STEM college students made the decision to study STEM in high school or earlier, and one in five decided as early as middle school. Yet science classes are fading from the primary and secondary school curricula across the country. How can we expect to nurture the next generation of innovators if we do not teach, measure or reward the kind of early intellectual growth that leads to highly-developed critical thinking skills?

What area of STEM are you most passionate about?i am most passionate about technology because technological advancements are driving discovery in all of the STEM disciplines. in the past 10 years, we have witnessed developments well beyond what any of us might have imagined possible. The origi-nal smartphone was introduced in 2007. Six years later, this technology has transformed how most of the modern world communicates, lives and learns. Technology has become so ingrained in our cul-ture that we have created new verbs to describe

new behaviors created by the technology itself: we google something; our kids are facebooking; and i tweet all the time. At the other end of the user spec-trum, major industries are using data to help their customers build a more connected world. At Aetna, we are using technology to drive the transformation of health care. By creating new connections across the complex web of health care delivery, we are reducing the cost of health care by helping doctors focus on delivering the care their patients need to get better outcomes and helping people get the care they need when they need it. We are making this kind of change possible through technology that runs on tablets and smartphones, proof that simple solutions can change the world.

What do we need in the US to continue to be at the top of global innovation? Job growth in STEM-related fields is growing at almost twice the rate of other fields. Our ability to continue to lead global innovation depends on our commit-ment to building a pipeline of the best and brightest doctors, engineers, scientists and developers. Over the next 10 years, an estimated 80 percent of the jobs in the U.S. will require technology skills and by 2018, the U.S. will have more than 1.2 million STEM-related occupations. Unlike many fields, STEM jobs will be readily available.

We have plenty of evidence that innate brilliance is not a matter of geography. Ultimately, innovative nations are more economically competitive and capable of being a positive force in global progress. While U.S. innovation has transformed our lives in the past decade, other nations have been outpacing us for years in the number of STEM graduates they are producing. We still have time, but we are dan-gerously close to raising a generation that lacks the right training and education to lead global innova-tion. Beyond federal and state programs to support STEM education, we need a long-term, sustainable commitment from local school boards and com-munities across the nation to restore STEM to a cen-tral place in the elementary and secondary school classroom. n

Mark T. Bertolini, 56, is Chairman, Chief Execu-tive Officer and President of Aetna inc., a Fortune 100 diversified health care benefits company. As an early champion of using technology to drive transformational change in the U.S. health care system, Mark has helped pioneer new ways of connecting health care providers and patients to create better out-comes at lower costs. Under his leadership, Aetna has also developed innovative tools for consumers to take control of their health by using applications on their smartphones and other devices. Outside of Aetna, Mark

contributes his time and expertise to several corporate and civic organizations. He is a founding member of the CEO Fiscal leader-ship Council in the bi-partisan Fix the debt campaign. in 2009, he was elected the first straight ally board member of the national Gay and lesbian Chamber of Commerce. Mark serves on the Board of directors of the Hole in the Wall Gang Camp, an organization founded by Paul newman that serves chil-dren with cancer and other serious illnesses. He also serves on the Board of directors of the Fidelco Guide dog Foundation.

Mark T. BertoliniChair of the Board, Chief Executive Officer and President Aetna Inc .

With operations in north America, Asia, Europe and the Mid-dle East, Aetna is a health care benefits leader, serving ap-proximately 44 million people with information and resources to help them make better informed decisions about their health care. Aetna offers a broad range of traditional, volun-tary and consumer-directed health insurance products and related services, including medical, pharmacy, dental, be-havioral health, group life and disability plans, and medical management capabilities, Medicaid health care manage-ment services, workers’ compensation administrative services and health information technology services.

Sources:

80% of the jobs in the next decade will require technology skills. “Why the Focus on STEM?” The Massachusetts STEM Advisory Council; 2011.

STEM occupations are growing by 17%, while others are growing at 9.8%. “STEM: Good Jobs now and for the Future” U.S. department of Commerce, Economics and Statistics Administration; July 2011.

4 in 5 STEM college students made the decision to study STEM in high school or earlier. “STEM Perceptions: Student & Parent Survey;” Harris interactive online survey of 500 STEM college students and 854 parents of K-12 students; May 2011.

By 2018, the U.S. will have more than 1.2 million STEM-related occupations, including doctors, software developers, scientists and engineers. “Occupational employment projections to 2018” U.S. Bureau of labor Statistics; november 2009.


dennis Albaugh founded Albaugh, inc. in 1979. The company has recorded spectacu-lar sales growth over this period assisted by product acquisitions. Today, Albaugh, inc. is recognized as the largest wholly owned inde-pendent formulator/packager in the industry.

The ability to understand markets and future trends, in addition to his dogged determination that phenoxy herbicides would survive, brought him the opportunity to purchase his current for-mulation plant in St. Joseph, Missouri. Purchased for cents on the dollar, dennis has used this facil-ity to grow Albaugh, inc. into what it is today, the premier supplier of off-patent chemistry.

dennis Albaugh determined early on that he had to broaden his product portfolio to the marketplace on competitive terms to grow the company. Albaugh continues to look for such opportunities to offer products in mar-kets for which there is no generic competition.

dennis will continue to challenge his employ-ees to discover new products, new custom-ers and more efficient ways to do business,

always building for tomorrow and always looking for the next jewel.

dennis has also held to his belief that his com-pany must have a basic position in both sup-ply and cost for all products that it markets. This is accomplished by a cultured relation-ship with suppliers, in which these suppliers must not only have a competitive price, but also a secure source of supply, or through acquisition. it is because of this belief that in 1997 dennis acquired controlling interest in an Argentina based company called Atanor.

dennis Albaugh was born and raised in Ankeny, iowa. He graduated from Ankeny High School in 1968. After high school, he attended des Moines Area Community College where he received an agricultural business degree. dennis also served his country in the national Guard until 1976.

dennis has been married to his wife, Susan, since 1970. Together they have two daughters and four grand-daughters. dennis definitely spends most of his time striking a balance between spending time at work and with his family.

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dennis Albaugh Founder and Chief Executive Officer Albaugh, Inc .

Albaugh, inc. is recognized as the largest wholly owned, inde-pendent forumaltor/packager of crop protection products in the industry. We market our products to distribution networks located in all 50 states. Albaugh, inc. is a privately owned company founded by dennis Albaugh in 1979. He retains 100% ownership of the company today.

The company has recorded spectacular sales growth over this period assisted by product acquisitions (the Butryac® line of products, from Rhone Poulenc), a company acquisition of Atanor SA in Argentina, and a company acquisition of a Copper Company, Agri-Estrella of Mexico, and the introduc-tion of Albaugh-Europe.

The principles that have been established for honesty, fairness and quality in addition to maintaining the ability to quickly react to changes in the market continue to guide the direc-tion of the company.

Why do you believe STEM Education/workforce development are critical to our nation’s future?The better educated the workforce, the better the product a company can produce. We want to hire people who do their job and do their job well. To operate successfully with that philosophy, you have to hire people who can hit the ground running. Peo-ple who come from a STEM education have a spe-cific style of thought process.

“We don’t always hire people who have an exact skill set, but they have the ability to apply their talents and drive. When you hire an employee with a STEM educa-tion, you are hiring people who have potential. These are people with an inquisitive mind. They cannot be held hostage to antiquated concepts, because we are always looking for a better way. no matter the job title, employees are expected to contribute thought-ful solutions that continually challenge how we can improve a process, a product or a concept.

How has your corporation coordinated investments in education with future workforce needs?One of the jewels resulting from Albaugh’s busi-ness acumen and hometown pride is Prairie Trail, a 1,000+ acre planned urban development in Ankeny, iowa. Prairie Trail is truly a private-public partnership, designed as a sustainable community where people can live and work and play. it’s part of a compre-hensive conservation design approach that makes the best use of existing topography and natural waterways while also adding stunning views. The site for Prairie Trail was formerly the iowa State University dairy Research Farm. Mr. Albaugh was chosen as the developer in 2005, because of his commitment to business and education, fully integrated into the resi-dential community. Today, more than 200 residents live in the Prairie Trail development, which boasts more than 13 miles of trails and 200 acres of parks, includ-ing a state-of-the-art public acquatic center. There are also three newly built Ankeny schools in Prairie Trail. Plus, local businesses call Prairie Trail home too, sprouting up at the Plaza Shoppes, Vintage Hills and The district. it’s a tapestry of diverse and distinctive homes, neighborhood stores, nearby offices, schools and parks. And, there is much more to come.

“My interest in Prairie Trail was generated by my love for Ankeny, iowa. Ankeny has always been my hometown—i grew up here. i raised my family here, and now my daughters are raising their families in Ankeny. My vision for Prairie Trail is to create a lifestyle that all of Ankeny can enjoy and be proud of.

Prairie Trail is built upon the tradition of iowa’s great neighborhoods. Creating a great community requires involvement and investment in the future. The Prairie Trail Scholarship Fund has been estab-lished to support and enrich the endeavors of the students and educators who make this their com-munity. it’s just one of the many reasons why Prairie Trail is more than just a place to live.

dennis majored in agri-business at dMACC. He believes it’s not about the most accomplished academic students, but about those with dRiVE. Therefore, the scholarship is not awarded on need or academic standing but on the students’ ability to demonstrate their drive and desire and to define how the scholarship—if awarded—can help them pursue their dreams to create their future.

The purpose of the Prairie Trail Scholarship Fund is to provide scholarships to students pursuing a college degree and to provide mini-grants to educators teaching in the Ankeny school system. The scholar-ship applicants are eligible for a maximum lifetime award of $10,000. Preference is given to students who reside in the Prairie Trail development and to those who choose an institution based in iowa.

The mini-grants are available to educators teaching in public or private Ankeny schools, K-12. Mini-grants are a maximum of $2,500 per award and designed to enhance the education in the classroom. Examples of previously awarded mini-grants include funding for a science lab and classroom equipment and materi-als and a new math program for K-6, titled: Pearson’s enVision Math. The funding provided assistance for a special math emphasis night and incorporated games and academic exercises at home so that parents could become more familiar with the new curriculum.

What is the STEM initiative that your company has supported are you most proud?We are extremely proud of Prairie Trail, the public-private partnership and the very positive impact on an already outstanding Ankeny school system. news-week just recognized the top 2,000 public high schools in the U.S and we’re very proud that Ankeny High was one of the sixteen iowa high schools recognized.

What is your advice on using private-public part-nerships to tackle our most pressing education challenges in STEM?Education is an important part of every person’s life. i am a firm believer in giving Ankeny’s children sup-port as they go on to pursue their dreams. The Prairie Trail Scholarship Program is designed to accomplish just that.”

What counsel would you provide around “collabo-ration to achieve success” in STEM education and workforce development .it is important that public and private entities collabo-rate to help our children achieve success as the next generation workforce. Any circumstance on a personal level or a national economic level, can strip people of their job and status, but an education can never be taken away. Hard work does have a reward. The effort to gain knowledge is not just a personal exercise or a coming of age milestone, it is a purposeful endeavor that spreads benefits throughout our communities.

learn more: www.prair ietrailankeny.com and www.albaughinc.com n


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nation’s competitiveness? Manufacturing plays a huge role in driving U.S. com-petiveness, and STEM is vital to America’s success in manufacturing. Consider that manufacturing rep-resents 68% of U.S. R&d spend, produces 90% of all patents developed in the US, and pays its employ-ees higher average salaries than other industries. The impact grows when you then consider the “multiplier effect” of manufacturing jobs—for example, every Alcoa manufacturing job generates 2.5 to 3 addi-tional jobs for our suppliers and partners.

According to a 2011 Skills Gap Survey by Manufac-turing institute and deloitte, 600,000 manufacturing jobs are unfilled because manufacturers cannot find qualified applicants with the right skills. Because this is hampering the nation’s ability to grow a stronger middle class, strengthen our economy and compete, it means that we must invest in STEM to get people ready to take jobs in Advanced Manufacturing and other industries requiring technical skills.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?With a strong commitment to diversity among our 61,000 employees in 30 countries, Alcoa is uniquely positioned to form—and inform—initiatives that address educational and skill development chal-lenges, particularly for girls and minorities:

• in primary and middle schools, we support orga-nizations like Academy of Model Aeronautics, which provides model airplane kits as a vehicle for promoting STEM education and careers.

• At the high school level, we partner with Junior Achievement, which delivers hands-on curricu-lum and engages trained classroom volunteers.

• At the college level, we partner with the Soci-ety of Women Engineers (SWE) to enlist college students to serve as mentors to girls on STEM projects. Through creative programming and ongoing involvement of dynamic female leaders in engineering, we want to inspire the next gen-eration. We support similar partnerships with the national Society of Black Engineers and the Soci-ety of Hispanic Professional Engineers.

What do corporations need to do to create more STEM careers and fill existing jobs?According to a recent survey, only 20% of parents would want their children to pursue a manufactur-ing career. We have to change that perception by educating students, teachers, career counselors and parents about the varied opportunities that advanced manufacturing offers—and that many require STEM skills.

in addition to rebranding manufacturing, corpo-rations should invest in education, training and apprenticeships; be advocates for the adoption of STEM common core standards in K-12 schools; and contributing financial resources and expertise to vocational and community college programs.

Where do you see the biggest area of opportunity in advancing STEM jobs/careers?Baby Boomers are retiring and the skills gap is grow-ing. Many of these workers built careers as skilled tradesmen, operators and supervisors. Today’s man-ufacturers now often rely on precision machinery, computer modeling and high-tech tooling—skills far removed from the traditional assembly line and requiring some degree of competency in STEM dis-ciplines.

Alcoa’s partnership with the Manufacturing institute, a nonprofit research organization affiliated with the national Association of Manufacturers, is helping community colleges develop industry-recognized certification programs to individuals, including US Veterans. developed with industry input and sup-port, these programs give students a solid, relevant education they can take with them wherever the job market leads. States should build on this strong foundation and encourage community colleges to adopt and expand these programs.

What is your advice on using public-private part-nerships to tackle our most pressing education challenges in STEM? Among the 30 developed countries ranked by the Organization of Economic Co-operation and devel-opment, the U.S. ranked 25th in math and 21st in science. We are woefully behind. The only way to change this situation is through public-private part-nerships: industry identifies the needed skills, schools provide training, and the public sector creates a supportive environment through policy and funding.

One example is Alcoa’s partnership with Trident Tech College, a two-year technical college in Mt. Holly, South Carolina. Together with local manufacturers we developed the first US department of labor-cer-tified production technologist apprenticeship pro-gram. Apprentices attended classes one day per week and worked full-time for 18 months. Their rep-licable coursework had many applications in areas such as lean manufacturing, safety, problem solving, communications and financial planning.

in an age of constrained resources, we need to be realistic about what we can ask government to do. The academic, nGO and business communities have an opportunity to make a meaningful contri-bution in STEM education and workforce develop-ment. The key to success will be partnership. n

Klaus Kleinfeld is chairman and chief execu-tive officer of Alcoa. He joined the company in 2007 as president and chief operating offi-cer, and seven months later assumed CEO responsibilities. He has served on Alcoa’s Board of directors since 2003 and was named chairman in April 2010. Mr. Kleinfeld also serves on the Board of directors of Alcoa Founda-tion.

Under Mr. Kleinfeld’s leadership, Alcoa’s businesses and the Alcoa Foundation have supported STEM education in primary and secondary schools, and technical training at community colleges and four-year engi-neering universities with positive results. in 2012, Alcoa Foundation spent $4.5 million on STEM and workforce development programs to train and educate 200,000 teachers and students globally. Alcoa inc. spent $3 million and offered 246 internships at the Company’s facilities around the country.

in July 2012, together with Richard Haas, president of the Council on Foreign Relations,

Kleinfeld wrote a USA Today Op-Ed outlining the need to invest in a common core cur-riculum for STEM and industry-endorsed train-ing programs that give graduates nationally recognized, portable skills, and create an online skills database that links students, com-munity colleges and employers. in early 2013, Kleinfeld joined other CEOs and Change the Equation to voice support for the new Com-mon Core State Standards.

Before Alcoa, Kleinfeld had a 20-year career with Siemens, the global electronics and industrial conglomerate, based in the U.S. and Germany, where he served as chief executive officer of Siemens AG starting in 2005.

Kleinfeld is a member of the Supervisory Board of Bayer AG and the Board of directors of Morgan Stanley. He is a member of the Brook-ings institution Board of Trustees; the Board of directors of the World Economic Forum USA; and he serves as the Chairman of the U.S.-Russia Business Council.

Klaus KleinfeldChairman and Chief Executive Officer Alcoa

Alcoa is the world’s leading producer of primary and fab-ricated aluminum, and the world’s largest miner of bauxite and refiner of alumina. in addition to inventing the modern-day aluminum industry, Alcoa innovation has been behind milestones in the aerospace, automotive, packaging, build-ing and construction, commercial transportation, consumer electronics, and industrial markets over the past 125 years. Sustainability is an integral part of Alcoa’s operating prac-tices and the product design and engineering it provides to customers. Alcoa has been a member of the dow Jones Sus-tainability index for 11 consecutive years and approximately 75 percent of all of the aluminum ever produced since 1888 is still in use today. in 2011, Alcoa and Alcoa Foundation gave away $38 million to nonprofits around the world. Alcoa em-ploys approximately 61,000 people in 30 countries across the world. For more information, visit www.alcoa.com and follow @Alcoa on Twitter at twitter.com/Alcoa.


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development is critical to our nation’s future?We simply cannot preserve America’s role as an epicenter of innovation, create new jobs and make our country more competitive on the global market without doubling-down on efforts to train a more STEM-oriented workforce.

The need is all too clear. From 2000 thru 2007, the num-ber of U.S. jobs requiring STEM training grew at twice the rate at which American students graduated with degrees in those fields. As a result, we today find that 75% of Ph.d.’s in electrical engineering and 66% of Ph.d.’s in industrial engineering are awarded to for-eign students.

Our country’s education system has in some ways decoupled from the needs of its workforce. Alstom has scores of job openings right now in the U.S. for electrical engineers, software engineers and other high-tech positions, but we often struggle to find candidates with the right mix of skills and experience to fill them.

We must bridge that STEM-divide to keep America competitive, and ready to seize the high-tech eco-nomic opportunities of tomorrow.

How do you believe STEM education can improve a nation’s competitiveness?A nation’s competitiveness is rooted in the build-up of individual and collective prosperity within its soci-ety, and that depends in part on an ongoing cycle of innovation. Whether innovation is focused on new products or technologies, or on ways of making our work and personal lives more efficient, it all starts with a new idea on the lab bench or notepad of some-one with technical or scientific training. That’s been true of every major innovation that has reshaped our lives from bar codes and the internet to mobile devices and new clean energy and transportation technologies.

Today, we find that the most competitive nations are ones who have embraced the innovation-driving

potential of that training, and strengthened their STEM programs as a matter of national interest.

What traits do corporate leaders need to effectively support and advance STEM education today?CEO’s have laser like focus on their bottom lines. They constantly look for new ways to increase their company’s market share and profit margins, and they recognize that offering innovative new prod-ucts is a way of doing both.

CEO’s therefore have a vested interest in becom-ing advocates for STEM, which is one reason i’m so passionate about this subject. i would encourage my peers to seek out more opportunities to speak with students—even students in middle and high school—about the exciting careers they could pur-sue in fields like computer sciences, clean energy and smart grid systems.

if we help them understand and get excited about ways they and society can benefit from their pursuit of a STEM education, we all will realize benefits that extend far beyond the bottom line.

What area of STEM are you most passionate about?i have a particularly strong desire to see more for-malized STEM internship programs put in place as a way to help bridge the gap between employers’ STEM-specific workforce needs and students’ long-term education and career plans.

What do we need in the US to continue to be at the top of global innovation?We need to expand America’s 21st century manu-facturing base. By putting in place the right mix of policy and infrastructure to attract new investments in high-precision, state-of-the-art manufacturing, we can avoid an outbound migration of our nation’s best and brightest minds whose technology and innovation jobs are linked to that manufacturing activity. n

Pierre l. Gauthier joined Alstom, then GEC Alsthom, in 1996 after holding various posi-tions in Marketing, Technology, Quality and General Management with Gulf Canada, Gaz Métropolitain and ABB. After serving as Vice President of Marketing and Sales, he was appointed President of GEC Alsthom Elec-tromechanical in 1997, President of Alstom Energy in 1998 and, following the merger of Alstom Energy and ABB Power Generation in 1999, he was named President of ABB Alstom Power Canada inc. When Alstom acquired ABB’s shares of the joint enterprise in May of 2000, Pierre was appointed Power division President within the newly renamed Alstom Canada.

in June of 2003, Pierre was named President and CEO of Alstom Canada and in April of 2008 his role expanded to President and

CEO of Alstom inc. in the United States. in this capacity he directs Alstom’s effort to address the country’s energy and rail transportation challenges. He also is Chairman of Alstom inc. and Alstom Power and Transportation Can-ada inc.

Pierre holds a degree in Mechanical Engi-neering from the École Polytechnique de Montréal and has pursued further studies in leadership and business administration at McGill University and the European institute of Administration (inSEAd).

He is a member of the Council for Competi-tiveness, The Montreal Cancer institute Fund-raising Cabinet, French Foreign Trade Advisor, and many other industry and professional associations.

Pierre l. GauthierPresident & Chief Executive Officer Alstom U .S . & Canada

Alstom is a global leader in the world of power genera-tion, power transmission and rail infrastructure and sets the benchmark for innovative and environmentally friendly tech-nologies. For nearly 100 years, Alstom has been a leading provider of vital equipment and services for the U.S. power generation and rail transportation markets. drawing on the expertise of 93,000 professionals in more than 100 countries, and 7,000 employees in the U.S., Alstom is driving the de-velopment of new technologies to meet rising demand for energy and alleviate urban congestion while minimizing im-pacts on the environment.

“We simply cannot preserve America’s role as an epicenter of innovation, create new jobs and make our country more competitive on the global market without doubling-down on efforts to train a more STEM-oriented workforce.”


What area of STEM are you most passionate about?All of them. As an electrical engineer myself, i under-stand the importance of a strong science, technol-ogy, engineering and mathematics education. Our world is becoming ever more complex. We must pro-vide better educational opportunities for our youth to meet the technical challenges of the future.

What principles do you apply to your professional and personal life to advance STEM education?Personally, recognition of the importance of math and science skills is a family affair. STEM was cen-tral to my education and Carol, my wife, is a former high school teacher. We encouraged STEM educa-tion with our children, and our daughter became a nuclear engineer. now we’re encouraging our grandchildren to embrace math and science.

Professionally, our company has several programs in support of STEM education and many of my col-leagues are very devoted to advancing its impor-tance, particularly for women and minorities.

How do you encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?The workforce of today and the future must tap into a diverse range of nationalities, backgrounds and races. For our company in particular, STEM plays a vital role in equipping our current and future work-force and our company to succeed. We are active in several initiatives to build relationships with a diverse group of talented students and support their interest in the energy field, starting at the grade school level.

We support Teach for America-St. louis and are also working with The St. louis American through its news-paper in education program to provide classroom tools for STEM education for third, fourth and fifth graders in the St. louis Public School and normandy School districts.

Several local high schools have Project lead the Way curriculum. Ameren engineers visit these schools to share with the students the importance of focusing on STEM education. As part of the sharing process, for example, in mid-April, 75 area high school stu-dents and teachers were at our St. louis headquar-ters to meet with some of our engineers and learn firsthand how the engineering design process can lead to real-world challenges and opportunities.

We also collaborate with several community colleges such as Southwestern illinois College to develop and offer pre-employment training programs.

i am particularly proud that from senior level to front line, our co-workers volunteer their time at area high schools to inspire girls and under-represented minori-ties in urban areas to seriously consider STEM careers. i think it is important for these students to understand that problem-solving, logic and critical thinking skills are useful in any career field. The teamwork skills

learned in group lab exercises and science projects are necessary for success in any work environment.

How has your corporation coordinated investments in education with future workforce needs?We offer an annual scholarship to support students pursuing an associate degree in Engineering Sci-ence (transfer degree) and Engineering Technol-ogy programs at St. louis Community College.

We also partnered with Missouri University of Science and Technology to create the Ameren diversity in Engineering Scholarship Program, which is designed to attract and recruit female and under-represented minority students to engineering and computer sci-ence fields. We are contributing $50,000 a year for 16 scholarships. These Ameren scholars network with our hiring managers and recruiting staff as well.

Where do you see the biggest area of opportunity in advancing STEM jobs/careers? Our industry is in the midst of a technological boom. The growth of smart grid systems and the modern-ization of our infrastructure are creating opportuni-ties that did not exist five years ago. This is occurring at the same time that we are managing through a wave of baby boomers exiting our workforce. Half of our employees are over the age of 49 and will retire in the foreseeable future, creating great opportuni-ties for our future employees.

How is your company connecting diversity initia-tives with STEM initiatives? Is this a part of your comprehensive strategy?Ameren is widely recognized for our accomplish-ments in diversity. For the last three years, diversityinc has ranked Ameren among its top 5 utilities for work-place diversity, while our diversity Council is among the top 25 in the nation. We have an intern and co-op program of more than 70 individuals annually and the vast majority of those students fall into STEM areas. Our Human Resources team has made a concerted effort to bring more diversity to the intern and co-op program by reaching out to women- and minority-student organizations on local college and university campuses. They’ve also increased our recruiting efforts at historically black colleges and universities to seek qualified candidates. HR’s work is paying off. We are seeing an increase in candidates from under-represented groups in our 2013 class of interns and co-ops.

i think it is important for companies—especially utilities—to be inclusive in hiring from the communi-ties they serve. We reflect and support the commu-nities we serve because we live and work in them as well.

We are focused on our community obligations and on providing the energy that powers our quality of life. n

Thomas R. Voss is chairman, president and CEO of Ameren Corporation. He was elected to his positions of chairman of the board of directors in April 2010 and president and CEO in May 2009.

Voss began his career with the company in 1969 as a student engineer after earning a bachelor’s degree in electrical engineering from the University of Missouri-Rolla. After serv-ing four years in the U.S. Air Force, he returned as an assistant engineer.

From 1975 to 1998, he held a series of suc-cessively higher positions—moving from engi-neer to staff engineer, superintendent, district manager, operating manager and vice presi-dent of Region Operations in illinois. Voss, who served for more than 30 years in Energy deliv-ery, led that organization from 1999 to 2003. in those years, he was senior vice president of Energy delivery and Customer Service. From 2003 to 2004, he was senior vice president of Generation and president of Ameren Energy and Ameren Energy Resources.

He held the position of executive vice presi-dent and chief operating officer of Ameren from 2004 to 2009. in 2006, he was elected to the additional position of president and CEO of Ameren Missouri.

Voss is a graduate of the University of Michi-gan’s Public Utility Executive Program and the Westinghouse Advanced Power Systems School in Pittsburgh. in 2005, he completed the Reactor Technology Course for Utility Executives—an intensive three-week pro-gram on nuclear technology offered through MiT and the national Academy for nuclear Training. Voss is a registered professional engi-neer in Missouri and illinois.

He also serves on several national indus-try boards including Edison Electric institute (executive committee) and is the current president of the Association of Edison illumi-nating Companies. in 2011, Voss was selected by the national Society of Professional Engi-neers for national recognition as the recipient of PEi’s distinguished Service Award.

Thomas R. VossChairman, President and Chief Executive Officer Ameren Corporation

Ameren Corporation, a Fortune 500 energy company head-quartered in St. louis, powers the quality of life for 3.3 million customers across 64,000 square miles in Missouri and illinois. The service territory includes a diverse base of residential, commercial and large industrial customers in both urban and rural areas. Fifty-five percent of Ameren’s 9,000 employ-ees are engineers, technicians and information technology specialists. These employees’ STEM skills are essential in main-taining 10,300 megawatts of net generation capacity, 86,000 electric circuit miles, and 21,000 miles of natural gas transmis-sion and transmission mains as well as providing safe, reliable and environmentally-responsible energy to Ameren custom-ers.

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nThe story of Amgen began with a very simple hypoth-esis: that emerging research in genetics could lead to very exciting opportunities if the right scientists could be assembled and given the appropriate resources. More than three decades ago, a small group of visionary investors and pioneering scientists came together in an effort to push the boundar-ies of scientific discovery and imagine a future that few others could see at the time. Amgen has since grown to become the world’s largest biotechnol-ogy company, having served more than 25 million patients with its medicines. As a company, we could not have accomplished what we have were it not for our commitment to build a culture that embraces science and innovation—a culture that continues to shape who we are today.

Throughout history, advances in science and tech-nology have led to countless far-reaching benefits, including increased efficiencies, greater societal prosperity, and dramatic improvements in human health and well-being. Many of those advances came about due to significant financial investments in innovation and through the passion of scientists willing to challenge conventional thought in a par-ticular technical area. The danger we face today is the possibility that fewer people will enter highly technical fields in the decades ahead, at a time when demand for individuals with these kinds of skills is on the rise.

As Chairman and Chief Executive Officer at Amgen, a company that employs thousands of scientists in its effort to discover, develop, manufacture, and deliver medicines, i know what can be achieved when investments are made in science—and in scientists. i’ve seen the lives of patients transformed as a result of new medicines we’ve discovered, developed and manufactured—and i’ve seen the unrelent-ing passion of scientists who work on those kinds of therapies. it’s shown me how rewarding it can be to pursue science as a career—and the broad-based benefits that science, technology, engineering, and math (STEM) disciplines can provide.

Amgen and the Amgen Foundation, our primary philanthropic arm, have committed more than $70 million in advancing STEM education in meaningful ways across the United States and Europe. Amgen’s Biotechnology lab Program has reached more than 250,000 students with real-world biotech lab experi-ences run by science teachers in their own class-rooms. By providing advanced biotech curricula and loaning professional-grade lab equipment to schools for free, we open students’ eyes to the world of biotechnology with lab experiences designed to ignite a deep passion for scientific discovery.

At the higher education level, the Amgen Schol-ars Program continues to provide undergraduates the opportunity to undertake a summer research experience at many of the world’s leading univer-sities. Seven years into the program, more than 85 percent of program alumni who have graduated from college are now pursuing advanced degrees or careers in scientific fields.

We also partner with other public and private stake-holders in this important space. One example is our recent $1 million commitment to 100Kin10, a multi-sector mobilization led by the Carnegie Corpora-tion to strategically address the nation’s shortage of STEM teachers, and to improve STEM learning for all students by training 100,000 excellent science, tech-nology, engineering, and math teachers over the next decade.

in the years and decades ahead, we will continue to face many challenges as a society—challenges that will require passionate scientists and engineers capable of applying their knowledge and expertise in new ways to advance our present understanding across multiple technical disciplines. For example, despite the great progress we have made in the past century in the field of medicine, millions continue to suffer from grievous illnesses around the world. That is why we at Amgen take our investments in science education so seriously and encourage others to join this important effort. n

Robert A. Bradway is Amgen’s chairman and chief executive officer. Bradway became chairman in January 2013 and chief execu-tive officer in May 2012. Bradway served as the company’s president and chief operat-ing officer from May 2010 to May 2012 and was appointed to the Amgen Board of direc-tors in October 2011. He joined the company in 2006 as vice president, Operations Strat-egy, and served as executive vice president and chief financial officer from April 2007 to May 2010. Prior to joining Amgen, he was a managing director at Morgan Stanley in lon-don where he had responsibility for the firm’s

banking department and corporate finance activities in Europe. Bradway joined Morgan Stanley in new York as a health care industry investment banker in 1985 and moved to lon-don in 1990 where he served as head of the firm’s international health care investment banking activities until assuming broader cor-porate finance management responsibilities. Bradway holds a bachelor’s degree in biol-ogy from Amherst College and a master’s degree in business administration from Har-vard University. He is a member of the board of directors of norfolk Southern Corporation.

Robert A. BradwayChairman and Chief Executive Officer Amgen

Amgen discovers, develops, manufactures, and delivers inno-vative human therapeutics. A biotechnology pioneer since 1980, Amgen was one of the first companies to realize the new science’s promise by bringing safe, effective medicines from lab to manufacturing plant to patient. Amgen therapeutics have changed the practice of medicine, helping millions of people around the world in the fight against cancer, kidney disease, rheumatoid arthritis, bone disease, and other serious ill-nesses. With a deep and broad pipeline of potential new med-icines, Amgen remains committed to advancing science to dramatically improve people’s lives. For more information, visit www.amgen.com and follow us on www.twitter.com/amgen.

“i know what can be achieved when investments are made in science—and in scientists.”


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.Arrow Electronics guides today’s innovators to a bet-ter tomorrow. With our help, our partners transform their ideas into real and influential achievements. And just as technology touches all facets of our lives, we intend to foster new, cross-cutting collaborations with our corporate social responsibility partners. Our innovations can make the world a better place for us all—now and five years out.

This CSR program is an outgrowth of Arrow’s focus to be a reliable guide between what is technologi-cally practical now and what is tangibly possible. nowhere will that goal be better expressed than in our support of STEM education programs.

in order to guide a new generation of innovators, we are exploring programs that seek to build on our nation’s growing STEM successes and develop edu-cational programs that emphasize innovation. We need to create a generation of STEM-literate inno-vators who can not only invent new technologies, but advance and amplify their own pursuits across business, science or the humanities. it means not only mastering technical knowledge, but developing the necessary personal skills and characteristics of a suc-cessful innovator, such as working in teams, critical thinking, solving problems using multiple disciplines, perseverance, calculated risk-taking and learning from your mistakes.

Educating a generation of new innovators will require some new approaches and some prototyp-ing. Teachers will need new and different training, as well as toolkits, so they may guide their students in the innovation education process.

Harvard’s Tony Wagner says it best: “What matters today is not how much our students know, but what they can do with what they know. learning in most conventional education settings is a passive expe-rience: The students listen. But at the most innova-tive schools, classes are “hands-on,” and students are creators, not mere consumers. They acquire skills and knowledge while solving a problem, creating a product or generating a new understanding.”

For older students, Arrow Electronics has engaged with FiRST Robotics and other programs that require participants to apply all the skills of an innovator and resolve the tension between the practical and possible in technological competitions.

We also seek new partnerships with other disci-plines, such as the arts, as we approach how STEM topics and the innovation process are presented in younger grades. Arrow Electronics supports the arts out of a fundamental conviction that the creative process in the arts and innovation in Arrow’s world of electronics are intrinsically connected.

When the traditional lines between business, educa-tion and art are blurred, Arrow believes that magic—innovation—happens. n

Michael J. long is chairman, president and chief executive officer (CEO) of Arrow Elec-tronics, inc.

Prior to being named CEO in May 2009, long served as president and chief operating offi-cer (COO) of Arrow, with responsibility for all of the company’s operations and business units.

Before that, long served as senior vice presi-dent of Arrow and president of the company’s Global Components business with responsi-bility for overseeing Arrow’s semiconductor, passive, electromechanical and connector products and services businesses worldwide.

long has been with Arrow since 1991 when Arrow merged with Schweber Electronics, a company where he held various leadership roles from 1983 to 1990. in 1994, long was president, Capstone Electronics, an Arrow

company, and from 1995 to 1999, he was president, Gates/Arrow distributing. From 1998 to 2005, long was president and COO, Arrow north American Computer Products (now Arrow Enterprise Computing Solutions). As a result of his success in running and growing this business, long was named one of Com-puter Reseller news’ “Top 25 Executives” in 2002 and 2004. long also served as president, north America and Asia/Pacific components.

long holds a bachelor’s degree in business administration from the University of Wiscon-sin and attended the Milwaukee School of Engineering. He is active in the Young Presi-dents’ Organization, a global peer network-ing group. He serves on the Board of directors of AmerisourceBergen. He is also on the Board of directors for the denver Zoo.

Michael J. longChairman, President and Chief Executive Officer Arrow Electronics, Inc .

Arrow Electronics is a Fortune 150 global electronics services provider delivering components and technology solutions to a breadth of markets, including telecommunications, in-formation systems, transportation, lighting, medical, industrial and consumer electronics. Arrow initiatives guide the next generation of courageous innovators to look five years out and create smart solutions that explore the boundaries of what’s possible and deliver what’s practical. This focus neces-sitates a commitment to STEM education programs that will not only improve literacy in specific areas, but show students how to be innovators and turn their technological inspirations into real products with commercial potential. These programs include FiRST Robotics and the development of new curricu-lum focused on the innovation process.

“We need to create a generation of STEM-literate innovators who can not only invent new technologies, but advance and amplify their own pursuits across business, science or the humanities.”


AT&

T In

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development is critical to a nation’s future? History tells us that whenever you improve productiv-ity, economic velocity rises. We see that clearly with the mobile internet, which has proven to be almost unprecedented in its ability to increase productivity while transforming how we live and how we do busi-ness. it follows that developing STEM skills in young people will be increasingly important to a coun-try’s ability to innovate and compete. Here in the U.S., unfortunately, there is mismatch between the demand for skilled workers and the available supply. We need to turn that around.

How do you believe STEM education can improve a nation’s competitiveness? in a world where every job is being transformed by technology, the nations with the best STEM train-ing will always have the advantage. That’s why i’m especially excited about our collaboration with the Georgia institute of Technology College of Com-puting. it will allow anyone with a broadband con-nection to learn from some of the finest computer science instructors in the world, and do so at a frac-tion of the cost. Programs like this will be important in delivering access and opportunity for more and more people to participate where we need them most.

What are the first steps we should take to curb the STEM education crisis? i would suggest focusing on three broad areas. First, we have to invest in programs and technologies that introduce young people to STEM disciplines at an early age—and continue that focus all the way through high school and college. Second, we must help students see the link between their STEM stud-ies and the skills they need for a successful 21st cen-tury career. This is something the business community is uniquely qualified to do. And finally, we need the entire STEM ecosystem—businesses, foundations, nonprofits and science and engineering societ-ies—to continue working together to improve our students’ performance in these disciplines. This is why AT&T has placed a priority on STEM initiatives in our philanthropy—from collaborating in the creation of Masters’ degrees to science/math-focused summer camps for at-risk youth.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities? Students won’t succeed in STEM if they’re not attending school, so any answer has to start there. in our country, one-third of African American and 30% of Hispanic students fail to graduate with their class, which is why AT&T is focused on ways to encourage at-risk kids to stay in school. We also need to increase the number of women in STEM professions by doing a better job making STEM relevant to their lives.

What area of STEM are you most passionate about? it’s our ability to leverage AT&T’s most important assets—our people and technology. Our employees have stepped up to volunteer 1 million hours of their time and talent over the next three years to mentor at-risk students as part of AT&T Aspire, our philanthropic education initiative. And, we’re taking advantage of our own technology to move the needle on the STEM crisis. For example, we’re connecting students to our AT&T Foundry innovation centers and teaming with Gamedesk to bring high-quality digital games and learning technologies to students, educators and parents. We’re also hosting hackathons—where app developers work against the clock to create mobile apps that increase student success rates. And we recently collaborated with Women in Technology international in our first hackathon focused specifi-cally on women developers.

What STEM initiative that your company has sup-ported are you most proud? The Girl Scouts national STEM hands-on learning program, iMAGinE Your Stem Future, is one of the most impressive initiatives i’ve seen. The program is designed to inspire high school girls to pursue STEM studies and careers. Close to 900 volunteers, includ-ing many AT&T employees, helped reach more than 6,000 high school girls in economically disad-vantaged communities across the country. And we found that girls who participated showed increased interest in science and math courses and STEM activities outside of school. They also improved their confidence, along with their critical thinking and problem-solving skills. n

Randall Stephenson became chairman and chief executive officer of AT&T inc. in 2007, and in the years following he has transformed the company into a global leader in mobile internet services and iP-based business com-munications solutions.

Under Mr. Stephenson’s leadership, AT&T has dramatically expanded its focus to provide industry leadership in mobile internet, high-speed broadband, cloud and network secu-rity as well as its fast-growing AT&T U-verse platform for integrated TV, data and voice services that will reach 33 million customer locations by year-end 2015.

AT&T is today the world’s largest telecommuni-cations company with more than $127 billion in 2012 revenues and 29 consecutive years of dividend growth. Over the past five years, AT&T has invested more capital into the U.S. economy than any other public company.

Mr. Stephenson began his career with South-western Bell Telephone in 1982 in Oklahoma. From 2001 to 2004, he was the company’s

senior executive vice president and chief financial officer, and from 2004 to 2007, he served as the company’s chief operating officer. He was appointed to AT&T’s board of directors in 2005.

Mr. Stephenson has overseen AT&T’s largest education initiative in the company’s his-tory—AT&T Aspire, a philanthropic program to help improve college/career readiness for students at risk of dropping out of high school. launched in 2008, Aspire i invested more than $100 million to support educational initiatives. in 2012, AT&T announced Aspire ii, a new and expanded financial commitment of $250 mil-lion planned over the next five years.

Mr. Stephenson also has led AT&T’s breakthrough “it Can Wait” campaign—an education and public awareness program encouraging peo-ple to never text while driving.

Randall StephensonChairman and Chief Executive Officer AT&T Inc .

Since 1987, AT&T and the AT&T Foundation have given $90 million to support STEM efforts. Major initiatives include the following:

• Most recently, AT&T joined with Udacity and the Georgia institute of Technology College of Computing to pioneer the first-ever professional Online Master of Science de-gree in computer science that can be earned completely through the “massive online” format. Enrolled students will only pay a fraction of the cost of a traditional on-campus master’s program, putting a computer science degree within the reach of many more young people.

• AT&T has incorporated an emphasis on STEM in the second phase of Aspire, the company’s signature education initia-tive to improve high school graduation rates and better prepare students for college and careers.

“in a world where every job is being transformed by technology, the nations with the best STEM training will always have the advantage.”


ATK

Why do you believe STEM education/workforce development are critical to our nation’s future?i tell my employees that the only thing constant is change. Our world is evolving, technology changes the way we do business, customer requirements demand product innovation, and budget constraints dictate doing more with less. To ensure national security, to gain global market share, and to sustain our environment and our quality of life, the United States must continue to develop our current and future workforce.

What traits do corporate leaders need to effectively support and advance STEM education today?Corporate leaders need to understand the global consequences of a workforce with flat or declining STEM skills and expertise. Businesses must invest in their own talent and R&d efforts, but also support the student pipeline in their communities. leaders should deploy employees into local schools and universities to provide hands on experiences and to financially support STEM education efforts through scholarships, competitions, resources and partnerships. in order to compete in a global environment, it benefits com-panies to ensure the employee pipeline is well edu-cated and trained, beginning at a very young age.

How can we do a better job to strategically coordi-nate and those engaged in STEM across the com-pany? ATK has a Technology Council comprised of lead-ers across the company. These STEM professionals not only discuss emerging technologies in research, development and manufacturing, but they engage in employee development, cross-training rotations, and mentorships. The company engages employees in STEM projects at our local facilities as part of our corporate social responsibility activities and reports on such efforts via internal communications and external reporting. Finally, functional leaders across the company participate in our capital deployment discussions to ensure all areas of the business under-stand our priorities.

Establishing STEM education and investment is a pri-ority that begins at the top. Many good initiatives fill our day and require our attention. if we don’t set aside time and resources to support the develop-

ment of these core fields of study and employee development, we have failed. Our employees, our communities and our shareholders depend on cor-porate leaders to set the vision and to pave the way.

How has your corporation coordinated investments in education with future workforce needs?ATK operates in 21 states, Puerto Rico and interna-tionally. Several of our sites support local college and university scholarship programs. Employees par-ticipate in and financially support local school initia-tives such as bridge building, aerospace and energy technology projects, and camps for students inter-ested in STEM fields of study. ATK also rotates MBA students and interns through several STEM functions for college credit and future employment.

What area of STEM are you most passionate about?Engineering is a fundamental driver in our business. We employ a variety of highly skilled professionals in aerospace, chemical, computer, electrical, environ-mental, industrial, manufacturing, mechanical, and nuclear engineering. Their efforts to exceed cus-tomer requirements, eliminate waste, save energy, improve safety, reduce down time, and ensure qual-ity not only impact the bottom and top lines, they support national security, achieve missions in space and send employees home safely to their loved ones each day. i am grateful for their diligence and passion.

How is your company connecting diversity initia-tives and STEM initiatives? Is this a part of your com-prehensive strategy?Both diversity and STEM are key company-wide ini-tiatives. i believe the two are naturally connected. As our markets become increasingly competitive and as we strive to expand our international busi-ness, ATK knows that investing in the STEM educa-tion pipeline and attracting top talent with diverse backgrounds and experiences will help us maintain our leadership positions. This year, ATK will challenge its Technology Council to expand its reach in terms of cross-enterprise STEM support and partner with our human resources teams to support talent devel-opment, diversity, and recruitment. n

Mark W. deYoung is President and CEO of ATK, an aerospace, defense, and commercial products company.

Before becoming ATK’s President and Chief Executive Officer in February, 2010, Mark led ATK’s Armament Systems group as President of the company’s largest business. in this capac-ity, he created the world’s leading muni-tions organization and oversaw the group’s expansion into new markets and capabilities. Under Mark’s leadership the group grew from approximately $600 million of revenue in fiscal year 2003, to $2.1 billion of revenue in fiscal year 2010.

Mark’s history with the company spans nearly three decades and all of ATK’s busi-ness groups and product lines. His leadership and program experiences range from the company’s core competencies in advanced engineering, munitions, commercial products, and propulsion, to key growth areas like com-posite structures manufacturing.

He has more than 20 years of extensive expe-rience in finance, operations, government facility management, and executive lead-ership, including business startup and turn-arounds. Mark has held numerous leadership positions in finance and operations in solid rocket motors, tactical systems and conven-tional munitions businesses. He has a bach-elor’s degree in management from Weber State University and a Master of Business Administration from Westminster College.

As CEO, Mark emphasizes a culture of respon-sibility at ATK by insisting upon ethical behav-ior, environmental stewardship and a focus on safety. ATK also gives back to the communities where it operates, through a partnership with the United Way and by supporting education initiatives at the national, state, and local lev-els. ATK promotes and invests in science, tech-nology, engineering and math initiatives in local schools and brings professionals to the classroom to provide hands-on experiences for students.

Mark W. deYoungPresident and Chief Executive Officer ATK

ATK is an aerospace, defense, and commercial products company with operations in 21 states, Puerto Rico, and inter-nationally.

ATK’s partnership with education encompasses local, regional and national initiatives to engage students in becoming sci-entifically literate and prepared to enter the workforce as leaders and problem-solvers. ATK focuses on fostering student interest and achievement in the areas of science, technology, engineering and mathematics (STEM). Partnerships range from mentoring students at local science fairs to funding confer-ences and competitions to providing students with opportuni-ties outside the classroom to explore career interests and test their skills. ATK is committed to providing these opportunities for our next generation of scientists, engineers and explorers.

“To ensure national security, to gain global market share, and to sustain our environment and our quality of life, the United States must continue to develop our current and future workforce.”


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development is critical to our nation’s future?development of the STEM workforce isn’t just criti-cal to our nation’s economic future; it’s also essen-tial to our national security. Unfortunately, modern US students are shying away from science and math degrees, and the competition for the candidates who remain is fierce.

When i was young, the race to put a man on the moon inspired and attracted an entire generation of engineers to aerospace and defense. Today, many of those STEM-minded students would much rather work at Google or Facebook . it’s very difficult for our industry to compete for this talent, especially as bud-get cuts and sequestration make a defense-related career seem that much less attractive to new gradu-ates.

in the public policy arena, we talk a lot about the importance of preserving our nation’s defense indus-trial base. But we would be shortsighted not to worry about our nation’s defense intellectual base as well. We need to do a better job attracting students not just to STEM, but to our industry. Our national security depends on it.

What do corporations need to do to create more STEM careers and fill existing jobs?There is no dearth of STEM careers at BAE Systems, but there is a shortage of qualified candidates. Unfortu-nately, our industry doesn’t get access to all the STEM graduates to whom we’d like to have access. in part, that’s due to an image problem that we have per-petuated over the years. Young people today want flexibility and openness. They don’t like arbitrary hier-archies, fixed work schedules, and red tape. Many perceive defense and aerospace as a dinosaur of an industry, populated by legions of drones sitting in seas of cubicles. But the reality is that a lot of the work we do on daily basis would blow your mind. it’s very exciting work, but we don’t do a very good job selling that.

At BAE Systems, we recognize that attracting top, new talent begins with fundamentally changing our culture to become more appealing to a changing workforce. We’re embarking on a multi-year journey to go from being a “good employer” to becoming a “great place to work.” it’s not going to be easy, but it’s what we must do if we really want the pick of the litter when it comes to newly minted STEM gradu-ates. You’ll probably never find a playground slide in our headquarters or people bringing their dogs to

work at our electronics assembly lines, but you will find a real commitment to our customers—the men and women who protect and serve our nation. We need to do a better job at sharing that passion with potential new hires.

What principles do you apply to your professional and personal life to advance STEM education?

i believe advancing STEM education and advanc-ing diversity and inclusion are closely tied. When it comes to encouraging students to pursue science and math, historically the U.S. has done a pretty good job at writing off more than half of the student body. That has put us at a severe economic disad-vantage to large portions of the developing world.

That needs to change, and i’ve made it a profes-sional priority to play a role in leading and driving that change at BAE Systems and previous employ-ers. in my personal life, i devote a lot of time, money and expertise to a number of organizations sup-porting STEM- and d&i-related issues. i’m especially proud of my work with the University of Florida and its efforts to develop female engineers and leaders of the future.

How is your company connecting diversity initia-tives with STEM initiatives? Is this a part of your comprehensive strategy?if research has shown us anything, it’s the impact that societal and workplace “unconscious bias” can have deterring women and other underrepre-sented groups from pursuing STEM careers. Women are an enormous potential STEM resource to which the U.S. has historically largely turned a blind eye. We need to encourage more young girls and women to pursue STEM-related studies and careers, and we need to combat the often hidden cultural obsta-cles that push them away.

Ours is a very male-dominated industry, and despite the impressive and welcome explosion of women at the top in recent months, we’re still not seeing the necessary level of diversity throughout the orga-nizations—especially in the STEM fields. As part of our diversity and inclusion strategy at BAE Systems, we’ve made unconscious bias training manda-tory for everyone at leadership levels. We’re also requiring diverse slates of candidates and interview panels when hiring into leadership roles. Finally, we continue to sponsor a number of important external professional groups that promote the professional advancement of diverse talent in STEM fields. n

linda Hudson is the president & CEO of BAE Systems, inc. She leads approximately 43,000 employees in the United States, United King-dom, Sweden, israel and South Africa. BAE Sys-tems, inc. had 2011 revenues of $14.4 billion and is a US-based, wholly owned subsidiary of BAE Systems plc, headquartered in london.

Previously, Hudson was president of BAE Systems’ land & Armaments operating group, a role she began in January 2007. land & Armaments is the world’s largest military vehicle and equip-ment business, with operations around the world.

Prior to joining BAE Systems, she served for seven years as an officer and vice president of the General dynamics Corporation, and was president of General dynamics Armament and Technical Products in Charlotte, n.C.

Hudson has held a variety of senior management positions in engineering, production operations, program management and business develop-ment during a period of significant consolida-tion in the defense industry. Beginning her career with the Harris Corporation and Ford Aerospace,

she then led organizations at Martin Marietta through the lockheed Martin merger and a sub-sequent divestiture to General dynamics.

A graduate of the University of Florida, Hudson received her bachelor’s degree with honors in Systems Engineering and is a member of the industrial and Systems Engineering Hall of Fame.

Hudson has received numerous accolades and recognitions for her professional accom-plishments and her philanthropic activities. She has been featured in numerous print arti-cles in periodicals like the Wall Street Journal, new York Times and Forbes.

She currently serves on the Board of directors of organizations such as Smithsonian national Air and Space Museum, Executive Commit-tee of the Aerospace industries Association and supports efforts like Change the Equation. For the past three years, Hudson was named one of Fortune Magazine’s 50 Most Powerful Women in Business and, in 2010, was named as one of the 100 Most Powerful Women in Wash-ington, d.C., by Washingtonian Magazine.

linda Parker HudsonPresident & Chief Executive Officer BAE Systems, Inc .

BAE Systems, inc. is the U.S. subsidiary of BAE Systems plc, a global defense, security and aerospace company which de-livers a full range of products and services for air, land and naval forces, as well as advanced electronics, security, infor-mation technology solutions and customer support services.

Headquartered in Arlington, Va., BAE Systems, inc. employs approximately 40,100 in the United States, United Kingdom, Sweden, israel, and South Africa, and generated 2012 sales of $12.75 billion. The company provides support and service solutions for current and future defense, intelligence, and ci-vilian systems; designs, develops and manufactures a wide range of electronic systems and subsystems for both military and commercial applications; and designs, develops, pro-duces, and provides service support of armored combat ve-hicles, artillery systems, and munitions.


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How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?We believe very deeply at Battelle in providing educational opportunity to students of every back-ground. The STEM schools we support are inclusive —there are no requirements, such as test scores, for admission, and students master the content of every subject before moving onto the next course. We encourage students to continue in STEM subjects by proving to them, with their own results, that they can perform and excel in STEM subjects. And we provide them with STEM role models, women and men whom they can relate to, and who have themselves shown that students from every walk of life are can thrive in STEM.

How has your corporation coordinated investments in education with future workforce needs?As a global research & development company, it is of course in our best interest to support STEM educa-tion that helps to train the next generation of scien-tists and engineers. But we also recognize that STEM doesn’t only mean preparing students to work in a laboratory. Every success we have at Battelle takes a team of professionals, from scientists to lawyers to administrative staff to marketers. Battelle’s commit-ment to STEM is about preparing students for college and a career by giving them the tools to succeed no matter the field.

What is the key to smart STEM investments?i don’t think there is any one silver bullet, but we have found at Battelle that a focus on scale is incredibly important. We know there are hundreds, even thou-sands, of high-quality STEM programs and projects going on all over the country. But if they reach only a handful of students, they won’t have the broad-based impact we need to create lasting change. identify scalable STEM opportunities, initiatives that are already working across regions or states, and invest in those. Be deliberate and thoughtful at the outset. it may take more time at the beginning, but the result will be well-worth it.

What is the STEM initiative that your company has supported are you most proud?i’m proud of our entire STEM portfolio, but if i had to pick just one thing it would have to be the place where Battelle’s STEM education work really began,

and that continues to inspire us: Metro Early College High School. Metro calls itself a small school with a big footprint, and it has more than lived up to its billing. An Ohio public STEM school where students of every background receive an education that allows them to excel, Metro has a 100% graduation rate and 100% college admission. And every year the school hosts hundreds of visitors looking to rep-licate or learn from the Metro model—that is truly a mark of just how well Metro executes its wonderful mission.

What is your advice on using private-public part-nerships to tackle our most pressing education challenges in STEM?Our greatest successes in STEM are the result of public-private partnerships. Metro Early College High School began as a partnership between Bat-telle, The Ohio State University, sixteen school districts and several non-profit organizations. The Ohio STEM learning network, today a vibrant community that impacts close to 20,000 students across Ohio, grew out of collaboration with the state of Ohio and the Bill and Melinda Gates Foundation. We find these cross-sector partnerships in nearly every state that’s a part of the STEMx network—they leverage each partner’s expertise for the most impactful result.

How is your company connecting diversity initia-tives with STEM initiatives? Is this a part of your comprehensive strategy?it is something we are increasingly focused on. Fos-tering an inclusive environment is critically important to Battelle, and we do this both by supporting diver-sity initiatives internally and by investing in programs that help to grow a diverse STEM workforce. At its core, our STEM education strategy is about increas-ing the number of STEM learners from every back-ground and walk of life. We support STEM programs that promote access to higher education, and cre-ate opportunities for students to interact and learn from STEM professionals. For example, at the Battelle Eastern Technology Center in Aberdeen, Maryland, our Women’s network recently held a meet and greet with local women in STEM fields and young women attending a local high school. The feedback we received was extremely positive. The high school women were exposed to the many ways they could engage with STEM in the workforce, helping them to see themselves in a STEM career. n

Jeffrey Wadsworth has been President and CEO of Battelle Memorial institute since Janu-ary 2009. He has worked at Stanford Univer-sity, lockheed Missiles and Space Company and lawrence livermore national labora-tory. in 2002, he joined Battelle and served as a member of the White House Transition Planning Office for the U.S. department of Homeland Security. He also has served as director of Oak Ridge national laboratory, the department of Energy’s largest multipur-

pose science laboratory. Wadsworth studied metallurgy at Sheffield University in England, where he earned a bachelor’s degree and a Ph.d. He was also awarded a doctor of Met-allurgy and the highest recognition conferred by the university, an honorary doctor of Engi-neering degree. in 2012, Wadsworth, a mem-ber of the national Academy of Engineering, was elected to its Chinese Academy of Engi-neering.

Jeffrey WadsworthPresident and Chief Executive Officer Battelle Memorial InstituteEvery day, the people of Battelle apply science and tech-nology to solving what matters most. At major technology centers and national laboratories around the world, Battelle conducts research and development, designs and manufac-tures products, and delivers critical services for government and commercial customers. Headquartered in Columbus, Ohio, Battelle serves customers in the national security, health and life sciences, and energy and environmental industries.

Battelle also is one of the nation’s leading charitable trusts focusing on societal and economic impact, vigorously sup-porting and promoting science, technology, engineering and mathematics (STEM) education. Battelle believes STEM edu-cation is an urgent national priority that requires bold goals, higher standards and greater accountability in our educa-tional system to better prepare our nation’s K-12 students for careers in science and technology that ultimately enhance the U.S. innovation enterprise.


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development is critical to our nation’s future?innovation is such an important part of our national fabric that, over the past 250 years, it has made America what it is today. innovation is the grease that makes America’s free enterprise system oper-ate so effectively and become a model to the world. And no place has innovation played such a role in touching the lives of hundreds of millions of people throughout the world, than in healthcare—especially innovation that has originated from the United States.

As a healthcare company, we believe that STEM education and work force development initiatives that inspire youth to seek out careers that stimulate innovation and advance patient care are critical to our business and to public health.

As the nation’s healthcare needs increase, we need to ensure that all students have every opportunity to learn and be inspired by math and science. For example, latinos are the largest and fastest-growing minority population in the United States, expected to triple by the year 2050 to constitute more than a quarter of the total U.S. population, according to projections from the Pew Research Center. However, latinos are underrepresented in healthcare careers, with 3 percent of nurses, 3.4 percent of pharmacists, 3.8 percent of physicians and 5.3 percent of physi-cian assistants of latino descent, according to the 2000 U.S. Census and the Health Resources & Ser-vices Administration.

How do you believe STEM education can improve a nation’s competitiveness? Education is the most important issue in our society. We must support STEM education, particularly in math and science, at both the primary and second-ary education level if we wish to sustain our track record of innovation. As a science- and technology-based healthcare company, Baxter has a respon-sibility to help provide current students as well as future generations with opportunities to thrive in these areas.

in the biotechnology sector, for instance, the U.S. outpaces every country in the world in overall inno-vation, market capitalization, efficiency, patents, funding for neglected diseases and approved bio-therapies. According to the World intellectual Prop-erty Organization, the U.S. files more than twice as many chemistry, biotechnology and pharmaceuti-cal patents as other countries combined. The U.S. also leads the world in nobel Prizes in Physics, Physi-ology and Medicine, and Chemistry—more than 88 U.S.-based prize winners in the last 20 years, com-pared with just 52 from all other nations.

What is the STEM initiative that your company has supported are you most proud?Baxter’s Science@Work: Expanding Minds with Real-World Science program is a multi-year com-

mitment with Chicago Public Schools (CPS) to sup-port teacher training and student development in healthcare and biotechnology. Since 2008, Sci-ence@Work-sponsored initiatives reached more than 60,000 students and 720 teachers, representing 45 percent of the 145 high schools throughout the district. More than 450 Baxter volunteers supported 85 real-world events for teachers and students, including several opportunities for students to expe-rience science first-hand through interactions with Baxter professionals. Additionally, Baxter is a found-ing member of FIRST® Robotics and has participated in its engineering competition since 1986, and Bax-ter employees worldwide have taught students the fundamentals of the free market and entrepreneur-ism through Junior Achievement.

What do we need in the US to continue to be at the top of global innovation?There are a number of constraints that exist, or are emerging, that will impact the pace of innovation going forward and every country in the world is struggling to find the right mechanisms to manage these constraints. Sustaining our culture of innova-tion in the U.S.—especially in healthcare—will require increased collaboration between the private and public sectors. it will require the courage for us, as a country, to deal with the most important underlying social issue of advancing the quality of our educa-tion system at all levels.

What counsel would you provide around “collabo-ration to achieve success” in STEM Education and work force development?According to the 2011 nation’s Report Card, only 35 percent of eighth-graders perform at or above proficiency for their grade level in math and 32 percent of eighth-graders perform on par for their grade level in science. Advancing elementary and high school math and science education today sets the foundation for biotech discoveries for years to come. The schools can’t do this alone: collabora-tion will be critical.

Corporations today—particularly global corpo-rations—have a much greater role to play, and a greater responsibility than ever before, to help ensure a sustainable world. Social concerns such as education are too big for any individual, private organization or single company to tackle. We all must share responsibility—academia, corporations, governments, foundations and nGOs—and work together to find and implement practical solutions.

Collaborations among sectors are most advanta-geous when the partners bring different, yet com-plementary, expertise and resources together. For example, the corporate sector often brings exper-tise and resources in management, planning and implementation to a collaboration, while the non-profit sector often brings deep knowledge and long-standing commitment to a social concern. n

Prior to joining Baxter in April 2004, Parkin-son was dean of loyola University Chicago’s School of Business Administration and Gradu-ate School of Business. Previously, he had a distinguished 25-year career at Abbott labo-ratories, serving in a variety of domestic and international management and leadership positions.

Parkinson joined Abbott in 1976 and held a number of marketing and management positions there before being named vice president of European operations in 1990, president of the chemical and agricultural division in 1993 and president of the interna-tional division responsible for pharmaceuti-cal, hospital and nutritional products in 1995. in 1998 he became a member of its board of directors before being named president and chief operating officer of the company in 1999. He retired from Abbott in 2001.

Parkinson’s personal commitment to educa-tion and life-long learning has been evident throughout his career and involvement in

various organizations. Most recently, Parkinson was instrumental in the 2008 establishment of Baxter’s Science@Work: Expanding Minds with Real-World Science education initiative —a multi-year commitment to the Chicago Public Schools to support teacher training and student development in healthcare and biotechnology. He currently serves on loyola University Chicago’s Board of Trustees, is chairman of the board of Junior Achieve-ment of Chicago and serves on the board of FiRST (For inspiration and Recognition of Sci-ence and Technology).

Parkinson also serves on the board of directors for Chicago-based northwestern Memorial HealthCare and as chairman of the board of northwestern lake Forest Hospital. He is past chairman of the Executives’ Club of Chicago.

Parkinson earned both a bachelor’s degree and a master’s degree in business administra-tion from loyola University Chicago.

Robert l. ParkinsonChairman and Chief Executive Officer Baxter International Inc .

Baxter international inc., through its subsidiaries, develops, manufactures and markets products that save and sustain the lives of people with hemophilia, immune disorders, infec-tious diseases, kidney disease, trauma, and other chronic and acute medical conditions. As a global, diversified healthcare company, Baxter applies a unique combination of expertise in medical devices, pharmaceuticals and biotechnology to create products that advance patient care worldwide.


Philip BlakeSenior Bayer Representative USA and President, Bayer

CorporationSenior Bayer HealthCare Representative USA

Region Head US, Bayer HealthCare Pharmaceuticals

Why do you believe STEM education and workforce development are critical to our nation’s future? For Bayer, it is as simple as this…a strong science education today means a strong citizenry and workforce for America tomorrow.

We help accomplish this through our nearly 20-year-old Presidential award-winning, company-wide Making Science Make Sense® initiative that advances science literacy across the United States using a three-pillar approach of hands-on, inquiry-based science learning, employee volunteerism and public education and awareness.

Why Bayer’s strong commitment? it stems from the fact that new technologies and concepts and increasing global market competition will continue to demand a U.S. workforce that is flexible, scientifically literate and equipped with the critical thinking, problem solving and team working skills fostered by a quality science education. The U.S. in particular is an attractive market for science because it rewards innovation.

How do you believe STEM education can improve a nation’s competitiveness? innovation, invention and discovery are engines that drive U.S. competitiveness, quality of life and national security. These engines, in turn, are driven by the scientific and technological advances made possible by the nation’s STEM workforce. in fact, in 1987, economist Robert Solow won a nobel Prize for demonstrating this very fact.

To remain competitive, the U.S., its STEM industries and communities must have access to a vibrant pool of diverse STEM workers who are well-trained, highly-skilled and who bring different ideas and per-spectives to the table.

This means we must commit to improving U.S. STEM education for all students, particularly girls and underrepresented minorities (URMs) including Afri-can-Americans, Hispanics and American indians. For Bayer, that is what the MSMS program is all about.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities? in a recent Bayer Facts of Science Education survey of female and URM chemists and chemical engi-neers, we asked a very similar question. They said students having access to mentors and role models is key. it is critical for young people to see people who look like them doing STEM work—and doing it successfully. The surveyed chemists and chemical engineers also had some good advice for today’s female and URM STEM students, including setting high standards, working hard and never giving up on themselves; developing self-confidence and not letting anyone tell them that they can’t do some-thing; building and taking advantage of peer net-works and support groups; and, being assertive and taking the initiative to seek out STEM opportunities, internships and scholarships.

How has your corporation coordinated investments in education with future workforce needs?For a science-based company like Bayer, access to a well-educated, highly-skilled workforce is essential to our success. Over the last 20 years, Bayer and its phil-anthropic arm, Bayer USA Foundation, have worked together to strategically align investments and cre-ate long-term, sustainable partnerships. These part-nerships have resulted in nationally-recognized “school to career” programs that are helping the company meet its own current and future workforce needs, while also developing the overall STEM work-force to the benefit of the larger community.

One example is Biotech Partners (BP), founded in 1993 by Bayer HealthCare llC and the City of Berkeley. BP provides a comprehensive, hands-on academic and job-training biotech program in Berkeley and Oakland public schools for popula-tions typically underrepresented in the sciences. To date, BP has placed nearly 900 youth in internships and co-op work positions at Bayer, as well as novar-tis AG, Joint Genome institute/U.S. dept. of Energy, lawrence Berkeley national laboratory, U.S. dept. of Agriculture and Kaiser Permanente Medical Center.

What is the STEM initiative that your company has supported are you most proud?Of all the various MSMS initiatives Bayer undertakes, one of the things i am most proud of is the longstand-ing commitment of our employee volunteers—now more than 1,000 strong. They are the backbone of MSMS. Their contributions to society and to science literacy are a mark of pride and honor for me, for Bayer as a company, and for the country at large.

How is your company connecting diversity initia-tives with STEM initiatives? Is this part of your com-prehensive strategy?Through the MSMS program, Bayer easily connects its work in STEM education and workforce develop-ment with its overarching commitment to diversity and inclusion—an integral part of our company values. For example, in the last few years, Bayer has undertaken a series of STEM education diversity ini-tiatives including hosting national STEM education diversity forums in Washington, d.C. and San Fran-cisco. We’ve also commissioned several Bayer Facts of Science Education surveys to examine diversity and underrepresentation issues from the perspec-tive of industry leaders, parents, the underrepre-sented scientists and engineers, themselves, and STEM department chairs of the country’s top 200 research institutions.

in addition, in order to further galvanize STEM industry involvement, Bayer has published and made widely available a series of resource guides with the goal of facilitating new business-education partnerships that help scale up best practice K-12 STEM edu-cation programs that have a proven track record of helping students, especially girls and URMs, to achieve and succeed in STEM. n

Philip Blake was named Senior Bayer Represen-tative USA, Senior Bayer HealthCare Represen-tative USA and president of Bayer Corporation in July 2012 and as such is the ranking Bayer executive in the country, following Bayer’s global leadership protocol. He is responsible for the U.S. activities of the Bayer Group, an international health care, nutrition and high-tech materials group based in Germany.

in his role, Mr. Blake champions the company’s corporate social responsibility activities, includ-ing its U.S. Presidential award-winning Making Science Make Sense® program. For nearly 20 years, the program has advanced science lit-eracy across the country through the support of hands-on, inquiry-based science learning, a corps of more than 1,000 employee volunteers and a national public education and aware-ness campaign led by America’s first female African-American astronaut dr. Mae C. Jemison.

in addition, Mr. Blake serves as U.S. head of the Bayer HealthCare Pharmaceuticals business, a role he assumed in February 2012. in this role, Mr. Blake leads the U.S.-based pharma-

ceuticals division of Bayer Healthcare llC, a sub-sidiary of Bayer AG. in the US, Bayer HealthCare Pharmaceuticals provides products for Oncol-ogy, Cardiopulmonary, Hematology, neurology, and Women’s Healthcare. The company’s aim is to discover and manufacture products that will improve human health worldwide by diag-nosing, preventing and treating diseases.

Previously, Mr. Blake served as President & CEO, Bayer inc. and Head of Bayer Health-Care in Canada.

in his 30-year career with Bayer, Mr. Blake has held leadership positions around the world focusing on global strategic product marketing, business development, clinical planning, prod-uct developments and sales management.

Mr. Blake obtained his degree at Bristol Univer-sity and undertook further executive training at The Open University, inSEAd and Wharton Business School. He is a Chartered Corporate director—earning this designation in 2006 from the directors College at the deGroote School of Business, McMaster University.

Philip BlakeSenior Bayer Representative USA Bayer Corporation

Science is at the heart of everything Bayer does. it’s the thread that connects Bayer HealthCare, Bayer CropScience and Bayer MaterialScience. not only is scientific literacy and a highly-trained STEM (science, technology, engineering and mathematics) workforce essential to Bayer’s business, it is criti-cal to America’s future economic success. Thus, Bayer recog-nizes its responsibility to help improve science education and ensure that all individuals are scientifically literate. This recog-nition is central to the mission of the company’s Presidential award-winning Making Science Make Sense® (MSMS) pro-gram. What began 50 years ago as a group of employees volunteering in local Elkhart, indiana, science classrooms, to-day has evolved into the now nearly 20-year-old MSMS pro-gram—an institutionalized, companywide corporate social responsibility (CSR) program that advances science literacy across the United States through the support of hands-on, in-quiry-based science education, employee volunteerism and a national public advocacy/education campaign led by for-mer astronaut and national hero, dr. Mae C. Jemison.

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development are critical to our nation’s future?The STEM disciplines of science, technology, engi-neering, and math hold the key to unlocking innova-tive solutions to our most pressing challenges, such as those related to healthcare delivery, energy supply, and cybersecurity, just to name a few. it’s important to reach and inspire young people while they are still forming visions of their futures, at a time when we can still influence their career trajectories. And, we shouldn’t overlook investing in STEM workforce devel-opment programs for adults seeking career changes and advancement, including our nation’s veterans transitioning into the civilian workforce.

What is the key to smart STEM investments?investing in STEM education is a natural component of Booz Allen’s philanthropic activities. We encour-age employees to get actively involved in their com-munities as volunteers, and we support their efforts with company financial contributions. Our support for STEM programs lies at the intersection of employee involvement and business priorities.

i consider a smart corporate investment in STEM to be one that aligns the social need with a corpora-tion’s core competency or asset. Booz Allen Hamilton provides consulting, technology, and engineering services to government and industry. Our people—and their knowledge—are our most valuable assets. We smartly invest in programs that encourage and enable Booz Allen employees to share their knowl-edge with others. An example of this is our youth mentoring initiative we’re calling TiME TO inSPiRESM. We encourage staff to get involved in carefully selected volunteer programs that apply science and technology in innovative ways to facilitate learn-ing. One of the profiled programs, Safe and Secure Online, connects cybersecurity professionals to mid-dle school students, and teaches them how to keep themselves, their identities, and their iT equipment safe. While volunteering, professionals are introduc-ing young people to the idea of a career in cyber-security. We’ve created a “win” not only for the kids and the community, but also for our employees who

enjoy sharing their expertise, and for our business, because more people become familiar with Booz Allen’s cybersecurity expertise.

What is the STEM initiative that your company has supported are you most proud?i’m especially proud of our relationship with FIRST®, which we’ve supported since 2009, because it draws on the passion of our employees for problem-solving and mentoring. We help match employees with FIRST teams in their communities. When a Booz Allen employee serves as a team coach and men-tor, the team becomes eligible for a grant toward participation in FIRST competitions. We also under-write FIRST regional competitions in several cities, and encourage employees to serve as competition judges and volunteers.

We’ve been impressed with the way FIRST promotes and teaches teamwork, problem solving, and col-laboration. These are important skills for Booz Allen consultants, and we believe that through FIRST, stu-dents are building the right kind of skill set for the future, for our firm, and for the country. Our STEM pro-fessionals mentoring teams are, through the act of teaching others, applying and growing their own professional skills.

How is your company connecting diversity initia-tives with STEM initiatives? Is this a part of your comprehensive strategy?Booz Allen’s diversity and inclusion initiatives include efforts to cultivate STEM interests and skills in popula-tions that are underrepresented in the STEM work-force, and to support the growth and success of these professionals when they join our workforce. We do this through strategic partnerships with edu-cational institutions, professional associations, and community organizations. The Society of Women Engineers, Society for Hispanic Professional Engi-neers (SHPE), Women of Color in Technology, and Thurgood Marshall College Fund are just a few of the organizations we have supported. n

dr. Ralph W. Shrader is Chairman, Chief Execu-tive Officer, and President of Booz Allen Hamil-ton inc., the leading strategy and technology consulting firm. He is the seventh Chairman since the firm’s founding in 1914, and has led Booz Allen through a significant period of growth and strategic realignment.

dr. Shrader’s leadership philosophy and profes-sional experience mirrors Booz Allen’s mission— combining strategy with technology to deliver enduring results to clients. His personal con-sulting practice has centered on the global communications industry. He has led major assignments for telecommunications com-panies in the United States, Europe, and latin America. in the public sector, dr. Shrader has led important programs for the US national Communications System and defense infor-mation Systems Agency, for the Un’s inter-national Telecommunications Union, and for government agencies in latin America. An active participant in public forums, dr. Shrader has spoken on leadership, strategy, and tech-

nology at major international conferences and graduate business schools in the United States, Europe, and Asia.

dr. Shrader is active in professional and chari-table organizations. He is past Chairman of the Board of the 40,000-member Armed Forces Communications and Electronics Associa-tion (AFCEA), serves on the Board of Servic-eSource, the largest community rehabilitative program in Virginia, and is past Chairman of the Board of The neediest Kids, inc. charity. As Chairman of AFCEA international, he led efforts to improve opportunities for women and minorities in the communications and electronics fields.

dr. Shrader received his B.S. degree in electri-cal engineering from the University of Penn-sylvania, and his M.S. and Ph.d. degrees in electrical engineering, with minors in math-ematics and nuclear physics, from the Univer-sity of illinois.

dr. Ralph W. ShraderChairman, Chief Executive Officer, and President Booz Allen Hamilton Inc .

Booz Allen Hamilton has been at the forefront of strategy and technology consulting for nearly a century. Today, the firm provides services primarily to the US government in de-fense, intelligence, and civil markets, and to major corpora-tions, institutions, and not-for-profit organizations. Booz Allen offers clients deep functional knowledge spanning strategy and organization, engineering and operations, technology, and analytics—which it combines with specialized expertise in clients’ mission and domain areas to help solve their tough-est problems.

Booz Allen is headquartered in Mclean, Virginia, employs ap-proximately 25,000 people, and had revenue of $5.86 billion for the 12 months ended March 31, 2012. To learn more, visit www.boozallen.com. (nYSE: BAH)

“it’s important to reach and inspire young people while they are still forming visions of their futures, at a time when we can still influence their career trajectories.”


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top of global innovation?Unlike any other nation in the world, the United States’ systems of governance, education and business historically rewards innovation—this is our greatest advantage as a competitor in a global economy. Each of these sectors need to re-dedi-cate their efforts to create a trained STEM workforce at all levels—from traditional trades to sophisticated science, engineering and technology professions.

What traits do corporate leaders need to effectively support and advance STEM education today?At Broadcom, we understand our future success depends not only on industry-leading innovations, but on our commitment to being a responsible global citizen who produces products that help to improve the quality of life for future generations.

As a global firm focused on innovation, we recog-nize our unique role in making a positive impact to support STEM subjects, especially engineering and applied mathematics which have an impact on almost all industries. As part of Broadcom’s corpo-rate social responsibility (CSR) mandate, we estab-lished the Broadcom Foundation to foster interest in STEM and to demonstrate these areas to students as rewarding career paths. This stewardship is an essential component of cultivating innovation and an attitude of responsibility for our global future, culminating in the prestigious Broadcom MASTERS® competition that recognizes the best and brightest middle school students in the country.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?Students can be encouraged to continue studying STEM subjects by more mentorship programs with positive role models demonstrating how a career in one of these fields is relevant to their own personal interests and long term professional goals.

Business can also play an important role by reward-ing employees who become classroom volunteers and mentors, providing financial support for field trips to their facilities or STEM learning spaces at local museums.

For example, we created a STEM learning Zone at our global headquarters in irvine, Calif. for our employees to host science and engineering-related field trips for students, providing a platform for future innovators to learn about engineering careers.

How has your corporation coordinated investments in education with future workforce needs?As one of the world’s largest fabless semiconductor companies, Broadcom is especially concerned that there is an abundant stream of students who con-tinue their studies in math and science through high school. Broadcom has chosen to invest in inspiring children at the middle school level, where statistics show there is a significant drop off of pursuing elec-tives in math and science.

What area of STEM are you most passionate about?i believe that project-based learning—developing platforms for tinkering, creating and trial-and-error—is essential to advancing STEM education.

What is the STEM initiative that your company has supported are you most proud?i am extremely proud of our leading middle school STEM competition—the Broadcom MASTERS, which stands for “Math, Applied Science, Technology and Engineering as Rising Stars.” Through a national sci-ence/engineering competition affiliated with Soci-ety for Science & the Public, middle school students between the ages 11–13 experience hands-on sci-ence and engineering by creating a science fair project on a science or engineering topic they per-sonally care about.

Thousands of young people who participate in the Broadcom MASTERS are prepared to meet the chal-lenges of the future as tomorrow’s innovators who will lead the way with scientific breakthroughs, engi-neering feats and technological know-how.

in addition to the Broadcom MASTERS competition, we leveraged our experience to reach under-served students through a pilot partnership Broadcom forged between the California After-School network (CAn) and five regional science and engineering fairs to create “Broadcom MASTERS Jr. Varsity”. in this community outreach project, after-School pro-gram administrators and middle school teachers in Sacramento, San diego, Alameda, Santa Clara and Orange County, Calif. were trained in the scientific method and engineering process in order to get teams of underprivileged middle school students “science fair ready” in a period of six weeks. n

Scott McGregor serves as President and Chief Executive Officer of Broadcom Corporation. in this role, he is responsible for guiding the vision and direction for the company’s growth strategy. Since joining Broadcom in 2005, the company has expanded from $2.40 billion in revenue and 3,250 employees to $8.01 bil-lion in 2012 revenue and 11,550 employees. in addition, Broadcom’s geographic footprint has grown from 13 countries in 2005 to 24 and its patent portfolio has expanded from 4,800 U.S. and foreign patents and applications to more than 18,900.

Mr. McGregor joined Broadcom from Philips Semiconductors (now nXP Semiconductors) where he served as President and CEO from 2001 to 2004. He joined Philips in 1998 and rose through a series of leadership positions. Prior to joining Philips, Mr. McGregor served in a range of senior management positions at

Santa Cruz Operation inc. (SCO), a provider of open systems software. He also served in senior positions at digital Equipment Corpora-tion (now part of HP) and Microsoft, where he was director of the interactive Systems Group and architect and development team leader for the original version of Microsoft Windows®. Prior to Microsoft, Mr. McGregor worked at Xerox Corporation’s Palo Alto Research Cen-ter (PARC), where he was involved in design-ing software for the first personal computers employing graphical user interfaces.

Mr. McGregor received a B.A. in Psychology and a M.S. in Computer Science and Com-puter Engineering from Stanford University. He serves on the board of ingram Micro, on the Engineering Advisory Council for Stanford Uni-versity and also is President of the Broadcom Foundation.

Scott McGregorPresident and Chief Executive Officer Broadcom Corporation

Broadcom Corporation (nASdAQ: BRCM), a FORTUnE 500® company, is a global leader and innovator in semiconduc-tor solutions for wired and wireless communications. Broad-com® products seamlessly deliver voice, video, data and multimedia connectivity in the home, office and mobile en-vironments. With the industry’s broadest portfolio of state-of-the-art system-on-a-chip and embedded software solutions, Broadcom is changing the world by Connecting everything®.


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sWhy do you believe STEM Education/workforce development are critical to our nation’s future?i personally believe that today, where there are enough challenges to discourage even the most creative, talented and driven of the world’s youth, businesses can and should help young people real-ize their untapped potential. it’s important for com-panies like ours to be looking toward the future and encouraging the next generation of business lead-ers, particularly in the area of STEM.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?We can encourage young people to continue their study of STEM subjects by exposing them to the edu-cational and career opportunities in these areas. Many students, whether they’re young women or underrepresented minorities, don’t know what’s out there, or what they need to do to get there, espe-cially those without mentors or contacts to get their foot in the door. Through our work with organizations like Year Up, nPower and PEnCil, and our Tech Girls Rock initiative with Boys & Girls Clubs of America, we hope to change that and help level the playing field.

How has your corporation coordinated investments in education with future workforce needs?Through our partnership with Year Up, a nonprofit organization dedicated to closing the opportunity divide, we are placing young adults in CA Technolo-gies internships to help them gain real world work-place experience that is critical for success.

Similarly, through our support of nPower and their Technology Service Corp program, we are helping to enlist and train low-income youth to meet the demand for skilled technology workers.

What area of STEM are you most passionate about?As a software company, technology is obviously the area of STEM we are most passionate about, but sci-ence, technology, engineering and math are inter-connected subjects that are equally important. For example, i studied physics in college, a natural sci-ence that involves the study of matter and energy. But everything i learned helped lead me to where i am today and laid the foundation for a career in technology.

What is the STEM initiative that your company has supported are you most proud?CA Technologies made a $2,000,000 commitment to Boys & Girls Clubs of America (BGCA) to launch Tech Girls Rock, an initiative that aims to inspire tween and teen girls to discover an interest in technology and tech related educational opportunities and

careers. Since the program kicked off, CA Technolo-gies employees have led workshops throughout the country in locations including Bellevue, WA; Boston, MA; Chicago, il; las Vegas, nV; new York, nY; Plano, TX; San Francisco, CA; Scottsdale, AZ; and Tampa, Fl. Workshops include a career exploration panel, where CA Technologies employees share personal stories about their jobs within the technology sec-tor and the rewards of being in this field. They also help lead team-based challenges and projects throughout the day, which provide hands-on tech-nology experience. Additionally, club members are being measured by pre and post attitudinal surveys at each workshop to demonstrate whether there is a positive shift toward interest in tech related edu-cational opportunities and careers. A post-event survey indicated a 42 percent increase in interest in tech-related careers and a 37 percent increase in tech-related educational opportunities.

The initiative has garnered positive attention, includ-ing being highlighted at the Clinton Global initiative Annual meeting. Mayor Rahm Emanuel also pro-claimed Tech Girls Rock day in Chicago and new York City Mayor Michael Bloomberg applauded the young women who embraced the opportunity to further develop their technology knowledge and skills through Tech Girls Rock workshops.

How can we advance mentorships and apprentice-ships in the STEM pipeline?Sharing best practices about STEM related partner-ships and programs are key to helping grow mentor-ships and apprenticeships in the STEM pipeline. For example, our involvement with Year Up’s appren-ticeship program came about through an introduc-tion from JPMorgan Chase. Similarly, through our work with organizations like 100Kin10 and the Clin-ton Global initiative, and involvement in events like the White House Tech inclusion Summit, we are able learn how other businesses are supporting this area, and collaborate to make an even bigger impact.

What is your advice to those involved in promoting STEM education?it’s important to start early and encourage kids to get interested in iT. We need to make tech cool and let these youngsters, who are part of a generation defined and enabled by technology, know there is a place for them in this field. i’m lucky to get to do this as part of my job, but i encourage everyone to do what they can to play a role in helping young people realize their untapped potential. n

Mike Gregoire is CEO and a member of the Board of directors of CA Technologies, one of the world’s largest information technology management software companies. He joined the company in 2013 after nearly 25 years in the industry.

Gregoire has a master’s degree from Califor-nia Coast University and a Bachelor of Sci-ence in physics from Wilfrid laurier University. He sits on the board of ShoreTel and is Chair-man of the Compensation Committee.

CA Technologies is involved with several STEM focused partnerships and programs including:

• 100Kin10: Organization’s efforts include addressing the shortage of STEM teach-ers and improving STEM learning for young people.

• Anita Borg Institute for Women and Technology: Supporting programs to help recruit, retain and develop women tech-nology leaders.

• Boys & Girls Clubs of America: $2 million commitment to launch Tech Girls Rock, an

initiative that aims to inspire girls to discover an interest in technology.

• Change the Equation: Working with mem-bers of the business community to improve STEM learning.

• Citizen Schools: Supporting STEM educa-tion initiatives in the organization’s Massa-chusetts chapter.

• Clinton Global Initiative: Part of CGi’s STEM education working group.

• DonorsChoose .org: Supporting STEM edu-cation projects in underserved schools.

• NPower: Supporting the organization’s technology training efforts for low-income young people.

• PENCIL: $1.2 million commitment to launch Wired for Success, an initiative to help build capacity for STEM education in public schools.

• Sesame Workshop: $1 million commitment to assist with the development of an online STEM Hub with educational resources for preschoolers.

• Year Up: Supporting technology appren-ticeships in Chicago, new York City, San Francisco and Washington d.C.

Mike GregoireChief Executive Officer CA Technologies

CA Technologies iT management solutions help customers manage and secure complex iT environments to support ag-ile business services. Organizations leverage CA Technologies software and SaaS solutions to accelerate innovation, trans-form infrastructure and secure data and identities, from the data center to the cloud.

CA Together, our global Community Affairs program, is driven by the core philanthropic focus of improving the lives of un-derserved children and communities around the world. This includes support of several areas of education, primarily in the area of STEM. Our goal is to help transform the lives of young people and encourage the development of future leaders in iT.


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development are critical to our nation’s future?To understand the importance of STEM, just look at the world around us, and think about the mobile computing power we hold in the palm of our hand. All roads lead to harnessing the power of science, technology, engineering, and math across virtually every industry—from financial services, to manufac-turing, to health care, to technology. STEM will drive transformation across the board.

The impact of STEM is on display every day as we watch industries being disrupted by digital busi-nesses, the use of data and analytics, and new technologies. Almost a quarter of a century ago, i believed that financial services would begin to con-solidate nationally one product at time and that the combination of data, technology, and testing would change the game in banking. Our company was founded on these fundamental beliefs, and we remain relentlessly focused on STEM to run our busi-ness and create a competitive advantage. The role of STEM has been amplified with the emergence of digital business models that require an even greater emphasis on STEM and an abundance of great tal-ent with STEM skills.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?STEM programs must help students make the con-nection between academic study and real-world opportunities. We need to help students see that science, technology engineering and math are the gateway to new, breakthrough ideas. We also need to have diverse beacons in STEM who can serve as mentors and champions to excite as many students as possible to pursue STEM-related education.

We also need to ensure that STEM programs are interesting, relevant and accessible. We support a wide range of partnerships and programs to help bring STEM classes to students during critical time periods in their education. For example, we support the national Academy Foundation (nAF) in pro-viding curriculum in areas such as finance, iT and engineering for charter high schools. More than 50,000 students have attended one of nAF’s 500 schools, two-thirds of whom are minorities. They have achieved a 90% graduation rate, an 80% college attendance rate, and a 17% earnings increase over their non-Academy peers.

How has your corporation coordinated investments in education with future workforce needs?Banking is ripe for transformation, and we’re focused on positioning Capital One at the forefront of where banking is going. STEM is at the heart of everything we do. Making sound investments to ensure a pipe-line of future STEM leaders is critical.

For more than 15 years, we have made STEM invest-ments across a broad range of programs to help people at each stage of their lives—from elemen-tary school through adulthood. We also work with colleges and universities to help students develop skills in statistical analysis that are critical needs in today’s world of big data and rapidly advancing technology. For example, we led a data competi-tion with more than a half a dozen schools for stu-dent in statistics, economics, computer science and life sciences, challenging students to create real-world solutions using STEM-based principles and practices, innovative thinking and entrepreneurial skills. These programs serve as a launching pad for their STEM- and finance-based professional oppor-tunities. We also are beginning to launch outreach efforts through our digital labs in Arlington, VA, San Francisco and new York to share information with those interested in mobile development, technol-ogy, and innovation.

What is your advice on using private-public part-nerships to tackle our most pressing education challenges in STEM?Everyone—our communities, our families, our citizens, our customers, and our businesses—have a huge stake in STEM education. STEM will be the back-bone for future innovation and economic growth. Accelerating our journey to improve STEM educa-tion has some big challenges, but also big opportu-nities. Private businesses bring incredible know-how to the table about the application of STEM in the marketplace. Public institutions are driving policies, technologies, and research that will shape the evo-lution of STEM. Together, we can fashion coherent frameworks to encourage and reward advances in STEM education and make STEM a centerpiece of our agenda. n

Richard d. Fairbank is founder, Chairman and Chief Executive Officer of Capital One Financial Corporation, a diversified financial services company ranked 148th on the For-tune 500. Mr. Fairbank founded Capital One in 1988 based on his belief that the power of information, technology and testing could be harnessed to bring highly customized finan-cial products directly to consumers. Capital One is the nation’s 6th largest bank, offer-ing a broad spectrum of financial products and services to consumers, small businesses, and commercial clients, with more than 900 branch locations in new York, new Jersey, louisiana, Texas, Maryland, Virginia, and the district of Columbia.

Capital One has been widely recognized for its entrepreneurial culture, progressive work place, and community engagement. Capital One was named to Fortune Magazine’s list of “Top Companies for leaders,” ranking second in north America and fifth globally. in addition,

Capital One has been named to: Fortune’s “100 Best Companies to Work For,” Fortune’s “20 Great Employers for new Grads,” Busi-nessWeek’s “Best Places to launch a Career,” Working Mother’s “100 Best Companies” Diver-sityInc’s “Top 50 Companies for diversity,” and named to the 2013 “Top 100 Military Friendly Employers” by G.i. Jobs.

Under Mr. Fairbank’s leadership, Capital One has demonstrated a strong commitment to philanthropy and volunteerism, and in 2012 was named one of the five most community-minded companies in America. Mr. Fairbank has often been recognized for his commu-nity and industry leadership, including being named by Bank Technology and Systems as one of the “10 Top innovators of the decade.” Mr. Fairbank has also been honored as a Washington Business Hall of Fame Laureate and “Banker of the Year” by the American Banker

Richard d. FairbankFounder, Chairman and Chief Executive Officer Capital one Financial Corporation

Capital One is a Fortune 200 company that offers a broad spectrum of financial products and services for consumers, small businesses and commercial clients. As a leading finan-cial institution, the success of our business relies on a healthy economy with a skilled 21st century workforce. Across our business practices and philanthropic investments, we support STEM programs and partnerships that span K-12 education to workforce development through partners such as the na-tional Academy Foundation, colleges and universities across the country, and workforce skills training organizations. We also work to incorporate the development of STEM skills into our other education and financial literacy philanthropic pro-grams.


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lthHow do you believe STEM education can improve a nation’s competitiveness? This is truly a global market in a technologically-driven world that is changing at light speed—the likes of which has never been seen before. And, the competition is getting tougher by the day. Countries are vying for the most talented people who can help them be competitive not only in the work place, but to contribute to the broader economy and their communities, as well. To compete successfully, our country must provide a well-rounded education that is deep-seated in STEM, yes, but also includes language arts, history, athletics and the arts.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities? it all begins with family. Our children need our support and encouragement every step of the way, help-ing them to reach their potential and achieve their dreams. it also takes highly skilled, dedicated and inspirational teachers of STEM subjects to continually encourage and motivate our children. in our not-so-distant past, STEM subjects were typically geared toward boys—not anymore. We need to assure all students can contribute in a meaningful way, which means women and minorities must have an equal opportunity to learn, grow and succeed in these high-demand areas. They just need the resources, encouragement and vision to see them through.

At Cardinal Health, we do many things to encour-age women and minorities, including our Employee Resource Groups (ERGs) that are focused on work-force development. Some of these groups include the African American ERG, Hispanic Americans, dis-ability Advocates, Veterans and a Women’s initiative network.

What do corporations need to do to create more STEM careers and fill existing jobs? Corporations can play a critical role to extend learn-ing in the classroom by partnering with schools to offer mentorships and/or internships. At Cardinal Health, we offer mentorships, internships in func-tional areas (including iT, finance, accounting and treasury), leadership development programs and a Women in Pharmacy initiative.

While women make up two-thirds of applicants to pharmacy schools and more than 60 percent of graduates, they represent only a fraction of com-munity pharmacy owners in the U.S. Meanwhile, a growing population of male independent phar-macy owners is reaching retirement age. The goal of the Women in Pharmacy initiative is to engage and educate women on the benefits of ownership in the retail independent space.

Of course, learning is a lifelong process. At Car-dinal Health, we offer Continuing Education (CE) classes for pharmacists and other health profession-als through conferences and workshops at regional and national meetings.

What do we need in the U .S . to continue to be at the top of global innovation? To be at the top of global innovation, we need to start early in our children’s lives by assuring high-quality early learning experiences are available for all, by supporting parents in their critical role as the child’s first teacher, and by providing life experiences for students through mentoring and internships.

in addition, corporations can do their part by inspir-ing innovation in their employees. We do that in many different ways at Cardinal Health, but one new initiative offers cash prizes for the top five innovative ideas presented to our leaders. not only is this a fun experience for all involved, but selected employees gain recognition for their ideas, earn cash, and one grand prize winner sees his/her idea become a real-ity for Cardinal Health—ultimately benefitting our bottom line, helping us become more competitive in the marketplace and making us more attractive to potential recruits.

What is your advice on using private-public part-nerships to tackle our most pressing education challenges in STEM? There is an extremely pressing challenge in STEM education and education in general in Columbus—the home of Cardinal Health corporate headquar-ters. Because many of our children are not acquiring the skills they need to succeed in school, in college or work, George Barrett is co-leading the mayor’s Columbus Education Commission’s efforts to help Columbus City school children succeed. The goal of this new public-private partnership is to ensure Columbus City Schools provide the best education from preschool through career and

1. Enable all of our children to succeed in the city’s vibrant, growing economy.

2. Make Columbus a global leader in developing the highly-skilled, creative, entrepreneurial work-force that will propel economic growth in the 21st Century.

3. leverage the resourcefulness of our entire com-munity to meet these goals.

By bringing together educators, government, cor-porations, parents and the community to look at all aspects of education, together we will assure better student outcomes. n

George S. Barrett is chairman and chief exec-utive officer of Cardinal Health, a company ranked number 21 on the Fortune 500 and dedicated to improving the cost-effective-ness of health care.

Barrett has refocused Cardinal Health on its essential role to support hospitals, pharma-cies and alternative sites of care in their efforts to improve the quality and safety of patient care, while reducing costs and improving efficiency. The tagline—Essential to care—embodies the company’s strategy and the culture, which views its position in the evolving healthcare system as both a privilege and a responsibility.

Barrett joined Cardinal Health in 2008 as vice chairman and CEO of the company’s Healthcare Supply Chain Services segment, where he was responsible for all of the com-pany’s supply chain businesses, including pharmaceutical distribution, medical/surgi-cal distribution, nuclear pharmacy services, Presource® surgical kitting services and the

Medicine Shoppe international, inc. retail pharmacy franchise operations.

From 2005 through2007, Barrett served as president and CEO of Teva Pharmaceutical industries in north America and as corporate executive vice president for Global Phar-maceutical Markets. He held the position of president of Teva USA from 1999 to 2004. Prior to joining Teva, Barrett held various positions with Alpharma inc., serving as president of US Pharmaceuticals from 1994 to 1997, and pres-ident of nMC laboratories, prior to its acquisi-tion by Alpharma in 1990.

Barrett serves on the boards of directors of Eaton Corporation and nationwide Chil-dren’s Hospital. He is a member of the boards of trustees of the Healthcare leadership Council and The Conference Board. He is also a member of the President’s leadership Council of Brown University, Business Round-table, The Business Council, Ohio Business Roundtable and The Columbus Partnership.

George S. Barrett Chairman and Chief Executive OfficerCardinal Health

Cardinal Health is a Fortune 21 company that improves the cost-effectiveness of health care. As the business behind health care, Cardinal Health helps pharmacies, hospitals and ambulatory care sites focus on patient care while reducing costs, improving efficiency and quality, and increasing prof-itability. Cardinal Health employs more than 30,000 people worldwide.


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tedHow has your corporation coordinated investments

in education with future workforce needs?Cargill is actively involved in efforts with university sys-tems to better align their programming with future workforce needs and that encourage talented students to enter these fields. Cargill has invested significantly in the STEM education through its philan-thropic agenda. The idea is to help build a workforce pipeline. if we are going to meet future workforce needs in STEM, we have to work on increasing the pool of talent in that area today, rather than com-pete for a diminishing pool of candidates.

We are investing in STEM in other countries where our business is growing as well. Some months ago we made a commitment to Brazilian President dilma Rousseff to participate in Brazil’s Science Without Borders program and hire Brazilian college interns to work in R&d and plant operations.

What area of STEM are you most passionate about?We believe diversity and inclusion is a source of strength for our company and the global commu-nity. The focus on STEM education overall is important for our nation’s future, but a specific focus on com-munities of color and women in STEM is essential for our country. At Cargill, we foster a culture that cel-ebrates differences in our employees, our suppliers and our communities.

What is the STEM initiative that your company has supported that you are most proud of? Cargill has supported many programs in the K-12 grades to help create the pipeline of students and workforce in STEM fields. i am most proud of Cargill’s multiple partnerships to roll out STEM curricula in those grades. Starting early is important if we are to inspire and motivate young people to pursue future study and careers in STEM.

For example, we support the Engineering is Ele-mentary (EiE) program created by the Museum of Science in Boston to introduce engineering and technological concepts and career paths to chil-dren in grades 1 through 5. Cargill has contributed more than $2.6 million to the EiE initiative, which is currently used in all 50 states and nearly 3,000 schools.

Cargill partners with Project lead the Way (PlTW), which is focused on bringing STEM education to mid-dle and high school students. Cargill supports PlTW’s Gateway to Technology© program, which pro-vides an engineering-focused curriculum to middle school students, and the Pathway to Engineering© program, a four-year high school program taught in conjunction with college preparatory mathematics and science courses.

Cargill and the national 4-H Council have co-cre-ated 4-H Science, Engineering and Technology (SET) Clubs, a comprehensive science program engag-ing more than 600 local youth and Cargill employ-ees in indiana, iowa, Kansas, Missouri and nebraska. in the first year of the partnership, 22 4-H SET clubs were implemented in the five grantee states. From summer food science camps in Kansas to robotics clubs in Missouri and iowa, these new initiatives have reached more than 628 youth and 118 volunteers. Other types of activities in the 4-H SET Clubs include experiments, hands-on activities, problem-solving and demonstrations.

These programs and others like them, which bring the excitement of STEM learning alive and introduce STEM career possibilities to America’s schoolchil-dren, are vital to building the pipeline of our nation’s next generation of STEM leaders. n

Greg Page serves as chairman and chief executive officer of Cargill. He was elected chairman of the board on Sept. 11, 2007, and CEO on June 1, 2007. He was elected to the Cargill Board of directors in August 2000.

Page joined Cargill in 1974 as a trainee assigned to the Feed division. Over the years, he held a number of positions in the United States and Singapore. Page worked with the start-up of a poultry processing operation in Thailand, the beef and pork processing oper-ations of Cargill’s Excel subsidiary in Wichita, Kansas, and the Financial Markets Group in Minneapolis.

Page serves as a member of the board of directors of Eaton Corporation and Carlson. He chairs the itasca Higher Education Task-force, providing thought leadership in a pub-lic-private partnership to align Minnesota’s workforce needs with higher education. He is immediate past-chair of the board of Big Brothers Big Sisters of America and continues to serve on this board. He is a member of the board of the northern Star Council of the Boy Scouts of America.

Page received a bachelor’s degree in eco-nomics from the University of north dakota. He was born in Bottineau, n.d.

Gregory R. PageChairman and Chief Executive Officer Cargill, Inc .

Founded in 1865, Cargill is a privately held, international pro-ducer and marketer of food, agricultural, financial and industrial products and services, with 142,000 employees in 65 countries.

Customers turn to Cargill for scientific expertise on challenges including enhancing products, improving processes, or uncov-ering solutions that help them launch new innovations.

Cargill leverages its research and development capabilities to cre-ate distinctive value for customers. its global team includes more than 1,300 research, development, applications, technical services and intellectual property specialists in more than 200 locations.

in its fiscal year 2012, Cargill donated $69.9 million to help build sta-ble, vibrant communities throughout the world. Cargill supports orga-nizations, projects and programs in three focus areas: nutrition and health; education; and environmental stewardship. One education focus area is on STEM programs. developing partnerships with orga-nizations that build and improve STEM programs allows Cargill to help educate the next generation of American scientists and engineers.

“Starting early is important if we are to inspire and motivate young people to pursue future study and careers in STEM”.


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rWhy do you believe STEM Education/workforce development are critical to our nation’s future?There is a proven correlation between STEM jobs and GdP growth. A recent report by the national Gover-nors Association, noted that STEM occupations are among the highest paying, fastest growing and most influential in driving economic growth and innova-tion. individuals employed in STEM fields enjoy low unemployment, prosperity and career flexibility. At Caterpillar, graduates in technical fields have their choice of a number of career opportunities includ-ing in product development, manufacturing, supply chain, product support and marketing. Caterpillar dealers are also a source for technical careers, and we support their dealer technician training programs.

Our world is more competitive than ever. Today there are more than 100 Chinese companies looking to be the next Caterpillar. And that’s just one country. Cat-erpillar is competing with these companies not just for customers, but also for talent. We want the best talent in the world working at our global R&d head-quarters near Peoria as well as at our design centers around the world. We have to innovate to be com-petitive and that takes the best people.

How do you believe STEM education can improve a nation’s competitiveness?The United States once had the highest proportion of college graduates in the world. Today, we are fourth among other developed countries and have remained flat, while other countries have been on a steady, upward trajectory. Caterpillar is counting on the next generation of engineers and scientists to meet the world’s needs while preserving the envi-ronment for future generations through innovation and collaboration. Technology has dramatically changed Cat® products and made them more competitive. Today, our machines are powered as much by software as they are by fuel. The electronic control modules on large Cat mining trucks have more than 500 million lines of software code—about the same computational power as the avionics on a U.S. Air Force fighter jet or a luxury automobile.

Where do you see the biggest area of opportunity in advancing STEM jobs / careers? Employees in the future will need more math and science understanding to be comfortable with technology as products become more complex—everyone from the technicians who work on Cat products at our dealerships, to the engineers who develop breakthrough technologies to help our cus-tomers operate more safely and efficiently. Helping students understand there are good, well-paying

jobs with upward mobility that are doing important and interesting work is critical. Giving them a solid math and science foundation and the knowledge that they can make a difference in society will go a long way toward attracting more people into STEM careers.

What do we need in the US to continue to be at the top of global innovation?in order to compete, we have to innovate, and for that we need engineers and scientists. First we need immigration reform to allow us to recruit top talent from countries who are graduating more science and math students. This will help us address a critical shortage of skills that exist today. immigrant employ-ees are helping us compete today. And they are an important reason Caterpillar is the global leader in our industry. These employees are filling needed roles and helping us remain productive and com-petitive and to be the leader we are. longer term, we need to develop more talent in the U.S. by focus-ing on collaboration and creative thinking that drives innovation. We must cultivate an environment where innovation is rewarded and can flourish. That will require government and the private sector to work together to fund research and support quality education in science and technology.

How is your company connecting diversity initia-tives with STEM initiatives? Is this a part of your comprehensive strategy?driving a diverse and inclusive culture is a key part of Caterpillar’s enterprise strategy. We believe a diverse team brings the most innovative solutions. For example, Caterpillar engineers developed, from the ground up, a fully integrated design of our new hybrid hydraulic excavator, which was one of the spotlights of Caterpillar’s exhibit at a recent trade show in Munich, Germany. We encourage our engi-neers to mentor FiRST robotics and lEGO league teams, and we leverage our employee resource groups to address business problems, such as how we can better meet our customers’ needs in China. Caterpillar joined The national Consortium for Graduate degrees for Minorities in Engineering and Science (GEM) in 2011. GEM is dedicated to sup-porting underrepresented groups (African Ameri-cans, American indians, and Hispanic Americans) at the master’s and doctoral levels in engineering and science. in July of this year, we will be the proud employer of the President of the Society for Women Engineers. We are leveraging this opportunity to press for greater focus on STEM education. n

doug Oberhelman is chairman and chief executive officer of Caterpillar—the world’s leading manufacturer of construction and min-ing equipment, diesel and natural gas engines, industrial gas turbines and diesel-electric loco-motives. With a workforce of more than 120,000, Caterpillar serves customers in more than 180 countries with more than 300 products.

Oberhelman joined Caterpillar in 1975 and has held a variety of positions including Chief Financial Officer and Vice President for Engine Products. He was named Vice Chair-man and CEO- Elect in 2009 and led a team that developed Caterpillar’s current strategic plan. Oberhelman became Chairman and CEO in 2010.

He is currently a director for the boards of Eli lilly and Company, serving on the Audit and Finance Committees, the national Associa-tion of Manufacturers, serving as chairman, and the Wetlands America Trust. He is active with The nature Conservancy serving on the latin American Conservation Council and on the board of the illinois Chapter. Oberhelman is also a member of The Business Council and the Business Roundtable where he serves on the Executive Committee and as chair of the international Engagement Committee.

doug OberhelmanChairman and Chief Executive Officer Caterpillar

Caterpillar is the world’s leading manufacturer of construc-tion and mining equipment, diesel and natural gas engines, industrial gas turbines and diesel-electric locomotives. For more than 85 years, Caterpillar inc. has been making sustain-able progress possible and driving positive change on ev-ery continent. Employees who have a strong foundation in science, technology, engineering and math education are foundational to our success. We invest significantly in STEM programs and initiatives, including memberships in the Soci-ety for Women Engineers, the national Society of Black Engi-neers and the Society for Hispanic Professional Engineers. We sponsor FiRST Robotics and lEGO league teams globally and offer engineering internships and practicums to give aspiring engineers practical experience. in 2012, our STEM-related in-vestments totaled nearly $6 million.


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ILLHow do we encourage students to continue their

study of STEM subjects, particularly women and underrepresented minorities?CH2M Hill recognizes our work doesn’t stop once students have entered the STEM pipeline. We also support programs that keep students engaged through graduation and into the workforce. We pro-vide support to help alleviate the financial burden of college, allowing students to focus on their stud-ies; with 72 percent of our 47 scholarships going to a diversity organization or student.

Research shows engineering has one of the low-est retention rates of college majors, so balancing textbook-heavy courses with real-life application is essential. We’re proud to sponsor Engineers With-out Borders, an organization providing hands-on opportunities for engineering students to make a dif-ference by designing and implementing basic infra-structure projects in developing communities. When students experience the humanitarian aspects of engineering and see firsthand how it changes lives, they’re more likely to stay engaged.

Recruiting, advancing and developing female STEM professionals is a core CH2M Hill value. We support programs that open STEM opportunity doors for girls and provide them with strong female mentors and role models. We have supported the Mentoring A Girl in Construction Camp; introduce a Girl to Engi-neering day; Girls Exploring STEM; the Global Mara-thon For, By and About Women in Engineering; and the Women’s Transportation Seminar’s Transporta-tion and You program.

We understand the importance of keeping women and minorities engaged in the profession once they enter the workforce, which is why we invest in our Employee network. These groups provide a support network, mentoring and professional development. We believe engaging our employees in volun-teerism is critical to program success—providing more meaningful interactions and role models for students to guide and keep them interested in STEM, as well as providing leadership development and teambuilding opportunities for our employees. We often hear from our volunteers that seeing the kids’ excitement when a concept finally clicks inspires the volunteers and helps them remember why they chose this career in the first place. it’s a double win.

What is the STEM initiative that your company has supported are you most proud?i’m proud of the spirit of service embedded in our employees who give time to inspire students and lend technical expertise to shape programs to develop tomorrow’s STEM workforce. We have employees serv-ing on School Boards, tutoring students, mentoring competition teams, providing feedback as science fair judges and visiting classrooms to share their passion for engineering. You can’t underestimate the power of grassroots efforts or the impact of a one-on-one inter-action with a budding engineering or scientist.

However, we also need to balance that grassroots volunteerism with programs that provide greater leverage and impact. i’m proud that we re-launched the CH2M Hill Foundation earlier this year, with STEM education as a focus. One of the first grants awarded was to Future City, a design-build competition asking students to combine technical skills with creativity and teamwork to create cities of the future.

How is your company connecting diversity initia-tives with STEM initiatives? Is this a part of your comprehensive strategy?As part of our diversity recruitment strategy, outreach to national diversity Organizations that support STEM initiatives is important. This summer, we’re proud to team with the national Society of Black Engineers and denver Mayor Michael Hancock’s office to bring the Summer Engineering Experience for Kids program to 300 3rd-5th graders. This program is a great fit for us because of its multiple touch points to our business goals. First and foremost, it gets kids excited about engineering at an early age by introducing them to fun, hands-on projects and provides strong and diverse role models through the nSBE college students teaching the courses. For us, it’s an opportunity to net-work with the college mentors who are some of the brightest minority engineering students in the country.

How has your corporation coordinated investments in education with future workforce needs?Our University Relations team is committed to increas-ing awareness around STEM education as well as increasing retention of students in STEM fields. during 2012, many activities took place across strategic cam-puses, including guest lecturers and support of STEM-specific student organizations. Many of our recruiting teams are composed of CH2M Hill employees that are leading their own courses, including an Engineer-ing Management course at University of Florida.

What principles do you apply to your professional and personal life to advance STEM education?Our world is facing unprecedented challenges related to population growth, climate change and resource constraints. These dynamics make it an exciting time to be engineers or scientists, leading the way as the innovators who will create and imple-ment the solutions. When i’m speaking—whether it is to our 28,000 employees, to our clients or at industry events—i emphasize the critical and exciting role that our profession plays in addressing these chal-lenges in a holistic way. STEM is a noble profession, equipping its students with the technical know-how to turn the world’s most complex challenges into opportunities to advance our society.

i try to get out to a local high school at least a couple of times a year. it’s a good way to stay grounded, and, every time i walk out those doors, i’m re-energized with optimism that our future is in good hands. n

With more than 35 years of international engineering and construction experience, lee Mcintire serves as Chairman and CEO of CH2M Hill, a recognized global leader in consulting, design, design-build, operations and program management for private and public clients. Mr. Mcintire’s priorities for the firm represent the highest standards of ethical behavior, safety, quality and a positive client experience. The firm is frequently recognized for its focus on sustainability and workplace satisfaction.

Mr. Mcintire’s academic background includes a Bachelor’s degree in Civil Engineering from the University of nebraska, a Master’s degree from the Thunderbird School of Global Man-agement in Arizona and the Executive Man-agement Program at dartmouth’s Tuck School of Business.

Mr. Mcintire lends his leadership to a number of organizations around the world, many of which provide a platform to emphasize the critical role of STEM education in maintaining American competiveness, including Business Roundtable; World Economic Forum; World Business Council on Sustainable develop-ment; U.S.-Brazil CEO Forum; national Petro-leum Council; Council on Competitiveness; Aspen institute’s Commission on the Arctic, and the national Academy of Construction. He serves as the Chair of the infrastructure and Urban industry Partnership of the World Economic Forum and as a non-executive director on the board of BAE Systems, PlC. in 2011, he was awarded the Woodrow Wilson Award for corporate citizenship and, in 2012, received the international Bridge Builders Award from the University of denver’s Josef Korbel School of international Studies.

lee McintireChairman and Chief Executive Officer CH2M HILL

Employee-owned CH2M Hill is a global leader in full-service consulting, design, design-build, operations and program management services for public and private clients. With US$7 billion in revenue and 28,000 employees worldwide, the firm delivers innovative, practical, sustainable solutions—help-ing clients develop and manage infrastructure and facilities that improve efficiency, safety and quality of life.

As one of the world’s largest engineering firms, CH2M Hill is committed to developing and fostering a diverse talent pipe-line that will help solve the environmental and engineering challenges of tomorrow. CH2M Hill supports a wide range of STEM programs, including introducing elementary students to basic science and math concepts, sponsoring secondary student science and engineering competitions and providing financial support and hands-on engineering experiences to keep university students engaged. CH2M Hill believes in in-vesting professional expertise, volunteer time and financial re-sources to support organizations promoting STEM education.


How do you believe STEM education can improve a nation’s competitiveness?When you think about the five key pillars of a coun-try’s competitiveness—education, infrastructure (broadband), innovation, supportive government and collaboration—education is the area in which we have the greatest opportunity to lead. Given the rapid speed of change in today’s global market-place, a country must invest in its greatest asset—its people—and train them to excel in science, technol-ogy, engineering, and math.

i believe the internet and education are the two greatest equalizers in life. With access to technology and the right skills and training, the next “killer app” could come from San Antonio, Texas, or Shanghai, China. it could come from Peru or Palestine. There are pockets of innovation around the world, and the countries that best capture the talent and ingenuity of their people will lead in the 21st century.

Unfortunately, the U.S. is falling behind. We know that a skilled workforce is the backbone of a successful and competitive economy, and yet we continue to struggle in our efforts to improve STEM education. For example, engineering degrees represented 4% of all Bachelor’s degrees awarded in the U.S. in 2009, but in Asia, that figure was 19%, and in China, 31%. We must do more to drive STEM education in the U.S. if we are to ensure economic growth and competitiveness in the future.

What is the STEM initiative that your company has supported that makes you the most proud?While i am proud of Cisco’s overall commitment to education and our history of supporting STEM edu-cation around the world, i am particularly inspired by our Cisco networking Academy® program. The netAcad™ program provides online curricula, tools, training, and support to teach students how to design, build, maintain, and secure technology net-works.

The scale and reach of the program is remarkable: over the past 15 years, Cisco has delivered the netAcad program to millions of students! With more than 10,000 locations in 165 countries serving 1 million students a year, it has become the largest blended online education initiative in the world. As you would expect, Cisco continues to evolve the program to address the changing needs of STEM education and the unique skills required for today’s workforce. in the past year alone, we have rolled out a new, interac-tive cloud-based teaching, learning, and collabora-tion environment, all while continuing our focus on hands-on educational experiences.

in order to fully grasp the impact of netAcad, you have to spend time with the students. Over the years, i’ve had the pleasure of meeting some of our incred-ibly talented students, and with every interaction, i

am reminded why we built this program, and why we are so committed to ensuring its success. We, together with our partners in business, government, and academia, are helping educate the future of our country. We are building a “next-generation” workforce that will be able to address the techni-cal needs of its communities and countries. That’s a huge source of pride for me personally, and for Cisco as well.

Beyond Standards, what are the first steps we should take to curb the STEM education crisis?We need an action plan with three critical compo-nents: First, we must reach our children early and continue educational programs throughout their lives. Second, we must use technology as a tool and a topic; everything we do must be iT-enabled to ensure scalability and accessibility and engender iT-related skills. Finally, we need an assessment of what works and a shared model for success.

Cisco has invested in many STEM-related initiatives and in every instance we look for innovative pro-grams that advocate early childhood education, promote lifelong learning, and have the ability to scale.

The programs we support have reached hundreds of thousands of children around the world, and the results have been very promising. in addition to decreasing dropout rates, they have given kids tools to apply math and science in the real world. For example, Cisco supports the Mind Research institute, which works with elementary students to develop math skills through a more visual, interac-tive approach. A study involving more than 9,000 students in the Santa Ana Unified School district (SAUSd), comprised of 25,000 elementary students— 87% low-income and 95% Hispanic—established the efficacy of this approach. SAUSd effectively closed the achievement gap by moving from 35% profi-ciency in math to the state average of 67% using the unique methods advocated through Mind Research.

Another example is Cisco’s work with Futures, inc. which aims to create life-long learning and prepa-ration for employment. The U.S. iT Pipeline, a cloud-based skills-matching platform, is currently being used to support tens of thousands of K-12 students as well as exiting military personnel, helping them develop STEM skills and then match those skills to available jobs. Again, the early results have been very promising. Students have lower dropout rates because they can identify what skills they have and how those skills can be used in the real world. Military veterans and transitioning servicemen and women who use the Pipeline are matched quickly with quality tech jobs as well as with training and certification programs. n

John Chambers is Chairman and CEO of Cisco, where he has received numerous awards for his leadership including for phil-anthropic endeavors. Chambers has twice received the U.S. State department’s top cor-porate social responsibility award (ACE), in 2010 and 2005. He also received the first-ever Clinton Global Citizen Award from former U.S. President Bill Clinton, and has been awarded the Woodrow Wilson Award for Corporate Citizenship, and the prestigious Excellence in Corporate Philanthropy Award, an award given by CEOs to their CEO peers.

Chambers takes an active role in corporate social responsibility initiatives worldwide and has said that the internet and education are

two of life’s great equalizers. Recent part-nerships include working with the Obama Administration on an effort to help transition-ing servicemen and women find training and jobs in iCT and the 21st Century Schools ini-tiative, which improved education in the Gulf Coast Region affected by Hurricane Katrina.

Chambers joined Cisco in 1991 as Senior Vice President, Worldwide Sales and Operations. He assumed the role of President and CEO in 1995. He holds a bachelor of science / bach-elor of arts degree in business, a law degree from West Virginia University and a master of business administration degree in finance and management from indiana University

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John ChambersChairman and Chief Executive Officer Cisco

Cisco is the worldwide leader in information technology solu-tions and services that help seize the opportunities of tomor-row. Cisco believes that excellence in STEM disciplines is the foundation for the future of our economy and the success of our workforce. To bridge the gap between where we are and where we need to be, stakeholders in education and STEM must work together to prepare students for success in postsecondary education and the workforce.

Cisco focuses its STEM investments on public-private part-nerships that promote professional development, blended learning, and lifelong learning. Cisco has invested in multiple initiatives to improve both STEM education and workforce preparedness. Our flagship networking Academy initiative provides free iCT curriculum, professional development, and cutting edge learning platforms. After 15 years, networking Academy continues to meet the direct need for STEM skills, reaching 165 countries, in over 10,000 institutions, to over 1 million students every year.


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nyHow can we advance mentorships and apprentice-ships in the STEM pipeline?i would contend that most of the human advance-ment we’re witnessing today is the byproduct of dreamers and doers in the areas of science and technology who are never content with the status quo.

Already, over the course of the last few years, we have seen new breakthroughs in science, medi-cine, communication, agriculture, environmental engineering and energy conservation. All of this has helped reduce poverty and conflict to the lowest levels in recorded history. And today, life expectancy and education levels are at their highest levels.

now think about what just one of these technologi-cal advances—telecommunications— has meant to Africa, for example. in the year 2000, only 2 percent of the continent’s population had access to mobile phones. Today, it’s over 70 percent.

Or think about what the internet has already done to expand our connectivity, our knowledge capacity and our ability to demand transparency and truth. in the year 2000, only 361 million people were con-nected to the internet worldwide. Today, that num-ber is nearly 2.5 billion. By 2020, it is projected that 3 billion more people will have entered the internet age.

What will these rising people dream? What will they discover? What will they demand? The positive implications for democracy including human rights, educational attainment and job creation are abso-lutely profound.

There’s a name i give to these people who dream, thrive and deliver in times of uncertainty; i call them the “constructively discontent.” At Coca-Cola, we learned this trait from our founder, a chemist by the name of dr. John Pemberton who experimented with dozens of formulas before coming up with his masterpiece, an American and global fixture now for the past 127 years.

it was the same spirit that inspired a young chem-ist who came to this country from his native Cuba with little more than $40 and an American college degree. in time, Roberto Goizueta would become chairman of The Coca-Cola Company, creating thousands of new jobs and billions of dollars of share-holder value over the course of his illustrious career.

Today, we should do everything we can to welcome and inspire young people like John and Roberto so they can help us all continue to prosper. n

Mr. Kent joined The Coca-Cola Company in Atlanta in 1978 and has held a variety of marketing and operations leadership roles throughout his career in markets across Europe, Asia and the Middle East.

in 2005, Mr. Kent was appointed President of Coca-Cola international, responsible for overseeing all operations outside of north America. in 2006, he assumed the role of Presi-dent and Chief Operating Officer and in 2008 was elevated to President and CEO. He was named Chairman of the Board of directors in 2009.

Mr. Kent holds a Bachelor of Science degree in Economics from the University of Hull in England and a Master of Science degree in

Administrative Sciences from Cass Business School, City University london.

Active in the global business community, Mr. Kent is Co-Chair of The Consumer Goods Forum, Chairman of the international Busi-ness Council of the World Economic Forum, a fellow of the Foreign Policy Association, a member of the Business Roundtable, a past Chairman of the U.S.-China Business Coun-cil and Chairman Emeritus of the U.S. ASEAn Business Council. He also is a member of the Eminent Persons Group for ASEAn, appointed by President Obama and former Secretary of State Clinton. He serves on the boards of 3M, Special Olympics international, Ronald Mcdonald House Charities, Catalyst and Emory University.

Muhtar KentChairman and Chief Executive Officer The Coca-Cola Company

The Coca-Cola Company is the world’s largest beverage company, refreshing consumers with more than 500 sparkling and still brands. led by Coca-Cola, the world’s most valu-able brand, our Company’s portfolio features 16 billion-dollar brands including diet Coke, Fanta, Sprite, Coca-Cola Zero, vitaminwater, Powerade, Minute Maid, Simply, Georgia and del Valle. Globally, we are the no. 1 provider of sparkling bev-erages, ready-to-drink coffees, and juices and juice drinks. Through the world’s largest beverage distribution system, consumers in more than 200 countries enjoy our beverages at a rate of more than 1.8 billion servings a day. With an en-during commitment to building sustainable communities, our Company is focused on initiatives that reduce our environ-mental footprint, support active, healthy living, create a safe, inclusive work environment for our associates, and enhance the economic development of the communities where we operate. Together with our bottling partners, we rank among the world’s top 10 private employers with more than 700,000 system associates.

“There’s a name i give to people who dream, thrive and deliver in times of uncertainty; i call them the ‘constructively discontent’”.


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nation’s competitiveness? Our world is increasingly dependent on technol-ogy—it’s pretty clear the next generation must be well versed in STEM. But our view is that our needs go beyond STEM and that the issue goes beyond com-petitiveness. We see that creativity and innovation, coupled with STEM, are essential to producing the products and services we will need in the future. For this reason, we need to focus on both STEM and the arts—sometimes referred to as “STEAM.” And moving beyond competitiveness, we believe that educa-tion, and particularly STEM education, is the fun-damental sustainability issue of our time, since the solutions to poverty, global health issues and climate change will require a highly educated and STEM-literate population.

Beyond Standards, what are the first steps we should take to curb the STEM education crisis?We believe the most important step, even more than standards, is generating interest in STEM. Stud-ies show that interest, not proficiency, is a stronger indicator of whether kids will pursue the STEM fields.* Our “Making the Future” program, themed upon the do-it-yourself “maker movement,” seeks to inspire young learners in STEM by providing fun, hands-on learning opportunities. We also believe we can close the achievement gap by getting more chil-dren from underserved communities excited about STEM—since there are many great-paying entry-level jobs available for them. When more students pursue STEM education, it will raise the overall pro-ficiency of our population, following the adage “a rising tide lifts all boats.”

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?We believe there are three aspects to encouraging women and underrepresented minorities to con-tinue pursuing STEM studies: First, focus on generat-ing interest with this population, particularly through engaging learning opportunities that appeal to their interests. For example, research has shown that girls tend to be more interested in engineering activities that have a social purpose, perhaps building a com-puter- controlled hydroponic system that would pro-vide food in urban “food deserts.” Second, provide more minority and women STEM mentors and high-light role models for these young people. And finally, make them aware of the tremendous opportunities to make a significant impact on our world, which in turn will lead to tremendous economic opportunity for themselves and their families.

What is the STEM initiative that your company has supported are you most proud?We are most proud of our Making the Future after-school and summer programs. This year we will pro-vide over 20 grants to child-serving organizations, like museums, libraries, “makerspaces,” 4-H and Boys & Girls Clubs, to run programs that give kids the environment, tools and mentors to actually build things. Kids in these programs will get to use elec-tronics, open source micro-controllers like Arduino and Raspberry Pi, digital fabrication tools like vinyl cutters, CnC routers and 3-d printers, and program-ming languages like Scratch. in other projects, they will get to work with digital music, hydroponics or, for younger kids, Squishy Circuits. We are extremely proud of this program and the impact it is having on generating interest in STEM.

How can we advance mentorships and apprentice-ships in the STEM pipeline?Solving our nation’s STEM crisis, and closing the achievement gap for underrepresented minori-ties, requires an all-hands-on-deck call to STEM professionals to mentor children from kindergarten through college in all kinds of high-quality ways. We are answering this call by becoming a founding partner of US2020, a new initiative whose goal is to mobilize one million STEM mentors annually by the year 2020, creating millions of moments of discov-ery—those eureka moments when launching rock-ets, building robots or looking through microscopes causes these children to open their eyes wide—and open the door to a brighter future. We need more companies to commit to the vision of US2020.

What is your advice to those involved in promoting STEM education?Focus on generating interest by finding great proj-ects that engage kids, giving them the opportunity, tools and mentors to do these projects and then getting out of the way to let their passions run wild.

What is your advice on using private-public part-nerships to tackle our most pressing education challenges in STEM?We have had tremendous success in developing pub-lic-private partnerships that provide great outcomes for kids, such as with organizations like Citizen Schools, 4-H, Boys & Girls Clubs, and by working with leaders at the White House’s Office of Science and Technology Policy. Our success has been driven by three factors: commitment at the top, with myself and Cognizant President, Gordon Coburn; a willingness to make a substantial enough investment to move the needle; and putting a senior leader in charge of our program who is capable of forging these kinds of partnerships. in our case, we assigned our chief information officer to lead our STEM initiatives. n

Francisco d’Souza is Cognizant’s Chief Execu-tive Officer and a member of the Company’s Board of directors. As CEO, Francisco is respon-sible for managing Cognizant’s growth as a leading provider of global consulting, informa-tion technology, and outsourcing services.

during Francisco’s tenure as Cognizant’s Chief Executive, revenues have grown from US$1.4 billion to over US$7 billion and the ranks of our employee base has grown from 55,000 to over 150,000. As a result of this strong growth, Cognizant has been named a mem-ber of the S&P 500, the Fortune 500, the Forbes Global 2000, and one of Forbes Fastest Grow-ing Tech Companies. Francisco joined Cogni-zant as a co-founder in 1994 - the year it was started as a division of The dun & Bradstreet Corporation.

Francisco is a member of the Board of direc-tors of General Electric Company. He also serves on the Board of Trustees of Carnegie Mellon University, the Board of Trustees of The new York Hall of Science and the Board of Trustees of the US india Business Council. He is a member of the World Economic Forum, the Business Round Table, and the Science Visit-ing Council for the acclaimed PBS science program, nOVA.

The son of an indian diplomat, Francisco is a global citizen who has lived in nine different countries and traveled to many others. He obtained his Bachelor’s degree in Business Administration from the University of East Asia and his MBA from Carnegie-Mellon University.

Francisco d’SouzaChief Executive Officer Cognizant

Cognizant is a global provider of information technology, con-sulting and business process outsourcing services headquar-tered in Teaneck, n.J. We’re heightening our commitment to worldwide academic achievement, and helping educational systems around the globe produce talented, motivated iT pro-fessionals to meet the demands of the 21st century. To ensure a skilled, knowledge-based workforce that can continue to meet today’s and tomorrow’s challenges, we’re focused on improving the effectiveness of educational programs, increas-ing access to academic opportunity, and stimulating an inter-est in STEM learning in the countries in which we operate. Our efforts may be best exemplified by the Making the Future pro-gram, which sparks young people’s interest in STEM disciplines by creating fun, hands-on learning opportunities. This initiative comprises after-school and summer programs, nonprofit part-nerships, college scholarships and STEM education advocacy.

* SourceAdAM V. MAlTESE, ROBERT H. TAi (2011), “Pipeline Persistence: Examining the Association of Educational Experiences with Earned degrees in STEM among U.S. Students” Science Education: Wiley


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nWhy do you believe STEM Education/workforce development is critical to our nation’s future?Math and science are really the foundation for inno-vation, and product and network innovation are fundamental to Comcast’s growth. i’m reminded of something one of our engineers once told me...“if it’s not a natural resource, we probably have an engineer to thank for creating it.” it’s also not enough to be users of technology. We need people in this country who understand how things work and have the creativity to dream up new things that we can’t even imagine.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?i think working with community organizations, partic-ularly diverse organizations, to help reinforce the real need for people with STEM skills is one way. This, com-bined with meaningful opportunities for people to get tech experience through internships, scholarships or funding for tech programs in the community is also important. We need to help these students recog-nize the importance of studying science, math and technology to advance in today’s digital age. That’s where corporate support of organizations like FiRST can help. FiRST was started by inventor and entre-preneur dean Kamen to make science, technology, math and engineering fun for kids from kindergar-ten through 12th grade. Through FiRST, students are connected with mentors working at companies like nASA, Boeing—and Comcast—who can help them build science, engineering and technology skills.

What traits do corporate leaders need to effectively support and advance STEM education today?i think it starts with making a commitment to support education in general, and then making STEM func-tions a focal point. it’s really about providing the resources needed to help advance the next gener-ation of technologists by creating real opportunities for students to gain experience.

How has your corporation coordinated investments in education with future workforce needs?We know that in today’s competitive marketplace, success comes from making significant investments in the future, which is why we offer technology intern-ships where STEM students can work side-by-side with our technologists on meaningful projects. We’ve cre-ated a feeder system for STEM talent with internships that can start as early as high school and continue

through college with the potential for entry-level employment after graduation. And, our recently launched Technology Research & development Fund provides new resources to leading and emerg-ing researchers at academic institutions to engage in long-term research into technologies and appli-cations that can benefit Comcast, our industry and consumers.

We’ve been a partner with FiRST Robotics Competi-tion for several years. This year, we’ve expanded our support to include funding and mentoring for 52 dif-ferent robotics teams across the country. We’ve also worked with FiRST to sponsor a new Media & Tech-nology innovation Award.

Additionally, we invest in programs and nonprofit groups that share our company priorities of digital literacy, leadership development and service. in our hometown, Comcast was one of the first companies to commit to hiring students from the new Cristo Rey Philadelphia High School. As part of the Cristo Rey Work Study Program, 20 of the school’s 125 students spend one day per week at Comcast working in departments that include Engineering, Market-ing & Operations, Business Services and Financial Operations. in addition to gaining real-world work experience, these paid internships help make a pri-vate, college preparatory education available to students who otherwise might face financial chal-lenges.

Over the last 10 years, we have invested heavily in developing our broadband network, becoming the country’s leading broadband provider, which makes us uniquely positioned to help bridge the digital divide. Through our internet Essentials pro-gram, we’re providing lower income families across the country the option to purchase a low-cost inter-net service to encourage broadband adoption. Since the launch of the program in August 2011, we’ve connected more than 150,000 low-income families—or 600,000 Americans—to the power of the internet at home, most for the first time.

What area of STEM are you most passionate about?i would have to say engineering, and software in particular. As more services and applications move to the cloud, the demand for talented engineers and software developers who can help create next-generation experiences both here at Comcast and in other places will only continue to grow. n

Brian l. Roberts is Chairman and CEO of Comcast Corporation, a global media and technology company. Under his leader-ship, Comcast has grown into a Fortune 50 company and is the nation’s largest video, high-speed internet and phone provider to residential customers under the XFiniTY brand and also provides these services to businesses. The Company also owns nBCUniversal, which operates 30 news and entertainment cable networks, the nBC and Telemundo broadcast networks, television production operations, television station groups, Universal Pictures and Universal Parks and Resorts. Addition-ally, Comcast has a majority ownership in Comcast-Spectacor, whose major holdings include the Philadelphia Flyers nHl hockey team and the Wells Fargo Center, a multipur-pose arena in Philadelphia.

Brian is a member of the Board of directors of the national Cable & Telecommunications Association where he served as Chairman from 2005 to 2007 and from 1995 to 1996. He is director Emeritus of Cablelabs, the R&d

consortium for the cable industry, where he served three terms as Chairman. Brian is a member of the Business Roundtable and also served on the President’s Council on Jobs and Competitiveness.

Brian has won numerous honors for his leader-ship. Most recently, in 2012, he was recognized by Fortune Magazine as a Businessperson of the Year. in 2011, he received the Ambassa-dor for Humanity Award from the USC Shoah Foundation institute for his philanthropic work in education and technology. Additionally, he received the Fred dressler Achievement Award from the S.i. newhouse School of Pub-lic Communications at Syracuse University. He and his father, Ralph J. Roberts, were inducted into Babson College’s Academy of distin-guished Entrepreneurs Hall of Fame in 2011.

Brian received his B.S. from the Wharton School of Finance of the University of Pennsyl-vania. He and his wife live in Philadelphia with their three children.

Brian l. RobertsChairman and Chief Executive Officer Comcast Corporation

Comcast Corporation (nasdaq: CMCSA, CMCSK) is a global media and technology company with two primary busi-nesses, Comcast Cable and nBCUniversal. Comcast Cable is the nation’s largest video, high-speed internet and phone provider to residential customers under the XFiniTY brand and also provides these services to businesses. nBCUniversal op-erates 30 news and entertainment cable networks, the nBC and Telemundo broadcast networks, television production operations, television station groups, Universal Pictures and Universal Parks and Resorts. Visit www.comcastcorporation.com for more information.


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dWhy do you believe STEM Education and Workforce Development are critical to our nation’s future?We are competing in a global economy where technology innovation is the biggest differentiator.

STEM skills are essential ingredients of innovation; they’re vital to ensuring America’s competitiveness; and they expand opportunities for job seekers in a challenging economic environment.

This is something that Corning experiences first hand. Our company has succeeded for 162 years through sustained investment in R&d and deep materials sci-ence and process engineering expertise. We have a highly technical workforce, and the majority of our hiring needs in recent years have been for manu-facturing, engineering, R&d, Finance and iT jobs.

Our innovations have enabled us to succeed in industries (e.g. liquid-crystal display glass) that are dominated by other world regions. But to continue doing so, we need to make sure we can fill the pipe-line with top talent.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?We need to identify those pivotal points where students are likely to lose interest. Middle school is a time when a lot of students who were previously high achievers start to struggle, and where girls are most likely to turn away from science and math. We need to make sure they have engaged teachers and dynamic programs that stimulate their scientific curiosity.

The Full Option Science System (FOSS) program that Corning launched in collaboration with our local school district is a good example. FOSS takes an experiential approach to science, replacing text-books with modules that require students to work in teams to understand concepts like chemical inter-actions. We first deployed FOSS in grades 6-8, and saw mastery rates on standardized tests improve by 42% after just one year with the program. FOSS is now fully deployed in K-8 in Corning-Painted Post schools and is being introduced in a number of schools in other districts.

There are also opportunities to engage students outside the classroom. Corning sponsors several teams for the FiRST robotics competition, which was started by dean Kamen and now includes almost 100,000 middle and high school students worldwide. Corning provides funding and allows employees to volunteer their time in a coaching capacity.

Finally, our employee groups are very involved. Corn-ing’s Society of Women Engineers holds an annual egg drop contest that challenges kids to create a container that can protect a raw egg from break-ing after a 32-foot fall. it really encourages the par-ticipants’ creativity. And because they interact with women engineers, it also helps inspire girls about career paths in science.

What is the STEM initiative that your company has support that you are most proud of?This is actually very personal for me. in 2003, my wife Kim founded the Alternative School for Math and Sci-ence (ASMS) because she and several other com-munity leaders recognized that the public school system alone could not meet the needs of all our students. We wanted to provide a supportive envi-ronment for middle-school students and a challeng-ing curriculum focused on skills that are becoming increasingly important in today’s world. Corning has strongly supported ASMS, including funding a 35,000 square foot expansion in 2011. Approximately 75% of ASMS graduates are pursuing STEM courses of study, which is well above the 15% national average.

What do we need in the U .S . to continue to be at the top of global innovation?Most importantly, we need sustained investment in Research, development, and Engineering. in a tough economy, organizations often cut back on the Rd&E spending to focus on more immediate priori-ties. Yet, ongoing innovation is the key to our growth as a company and as a nation. We also need pub-lic policy that encourages innovation, such as tax credits for R&d and strong protection for intellectual property. And we need school systems that equip our students to succeed in a world that is becoming more global and high tech.

What is your advice on using private-public part-nerships to tackle our most pressing education challenges in STEM?At Corning, we’re firm believers that effective pri-vate-public partnerships are vital to building strong communities. But success depends on much more than financial investment. it requires real collabora-tion between partners—and that begins with mean-ingful dialogue.

Our Corning Enterprises organization regularly meets with the local school superintendent and key staff members to identify and evaluate appropriate opportunities for Corning’s involvement. Based on their input, we’ve learned about valuable support we can provide that we may not have considered, such as benchmarking and analytical help. And these discussions have given us the opportunity to propose innovative strategies such as the FOSS pro-gram (described above).

Private-public partnerships can pool talent and resources to make a real difference, but participants need to communicate openly and candidly, make balanced contributions, and be committed to see-ing the initiative through. n

Wendell P. Weeks is chairman and chief exec-utive officer of Corning incorporated. He was named chief executive officer in April 2005 and chairman in April 2007. He has been a member of the company’s board of directors since december 2000.

Weeks began his career with Corning in 1983. in his 30 years with the company, he has held a variety of financial, business development, commercial, and general management roles, including strategic positions in the company’s television and specialty glass businesses.

Weeks was named vice president and gen-eral manager of the company’s optical fiber business in 1996. in early 2001, he became president of Corning’s optical communica-tions businesses, where he led through both dynamic market growth and the subsequent challenges of market declines.

Weeks was named Corning’s president and chief operating officer in April 2002. in this role, he helped lead the company’s return to profitability following the telecom industry crash. Weeks was

the chief architect of Corning’s Corporate Strat-egy Framework, which provides a foundation for mitigating the company’s inherent volatility and managing through good times and bad.

As CEO, he has focused on building a bigger, more balanced company. He was intimately involved in the development and launch of Corning® Gorilla® Glass, one of the fastest-growing products in Corning’s history. He has also expanded Corning’s international pres-ence and overseen strategic acquisitions in Telecommunications and life Sciences.

Weeks is a strong supporter of innovation and an enthusiastic ambassador for the technical and artistic properties of glass. He’s known for his close collaboration with customers to solve tough problems.

Weeks is a graduate of lehigh University and earned a Master of Business Administration from Harvard University as a Baker Scholar. He serves on the board of directors at Merck & Co. inc., the Corning Museum of Glass, and the Corning incorporated Foundation.

Wendell P. WeeksChairman and Chief Executive Officer Corning Incorporated

Corning incorporated is the world leader in specialty glass and ceramics. Corning invents, manufactures, and sells key-stone components that enable high-technology systems for consumer electronics, telecommunications, mobile emissions control, and life sciences.

Corning succeeds through sustained investment in research and development, deep materials and process engineer-ing knowledge, and a highly collaborative culture. Although Corning’s products and markets have changed many times during its 162-year history, highly engineered specialty glass is the common denominator.

Corning is home to one of the earliest R&d labs in the United States and continues to invest strongly in materials and pro-cess research. Corning is a four-time winner of the national Medal of Technology, including an award for general contri-butions to industry and society through life-changing and life enhancing inventions.

learn more at www.corning.com.


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nWhy do you believe STEM Education and workforce development are critical to our nation’s future?Growth in virtually every sector of the economy is being driven by technological advances. Therefore, the demand for people with science, technology, engineering and math expertise continues to grow. And, with an increasingly globalized economy, it is becoming more difficult for the U.S. to attract the best and the brightest from other countries. This trend is likely to continue and as such, i believe the U.S. must improve our STEM education and attract more American students into this field. Unfortunately, the supply of STEM educated students in the U.S. is not keeping up with demand for the highly skilled workforce needed to fuel today’s economy. Further-more, Americans who have an interest in pursuing a STEM career typically gravitate towards computer science and not to the traditional science and engi-neering fields necessary to support power genera-tion and infrastructure development.

if the U.S. is to maintain its competitive edge and attract this talent, the country will have to invest more heavily in STEM education. By building on STEM initiatives and creating public-private partnerships, we can build talent pools that will help reinvigorate the economy while also creating a long-term com-petitive advantage. in order to be truly competitive, America must have a low-cost, reliable and clean energy infrastructure. With its leading universities and community college network, as well as innovative companies and entrepreneurial culture, the U.S. is well positioned to lead the world in developing sus-tainable energy and waste management solutions. But, to achieve this goal we must also have the STEM-educated workforce.

What area of STEM are you most passionate about?Covanta Energy is developing several innovative solutions beyond our core business to solve envi-ronmental challenges related to managing waste and generating electricity in the most sustainable manner. This is what we are most passionate about and we are constantly looking to expand these ini-tiatives into viable business strategies for our future growth. Some areas where we are continually seek-ing STEM talent include: R&d, combustion controls, environmental controls, electrical design, as well as instrumentation, controls, boiler, turbine and other technical areas of power generation. in addition, we’re seeking professionals in finance, iT, human resources, sustainability and environmental science.

Covanta has many entry-level and middle man-agement positions that STEM-educated employees could potentially find to be great learning oppor-tunities, as well as opportunities for professional growth. We believe in preparing our employees for roles of increasing responsibility and, in turn, provide educational assistance as part of our comprehen-sive benefits package. Supported by our in-house, on-the-job training and continuing education pro-grams, we seek to cultivate employees into future leaders within our organization.

We have an impressive geographical footprint spanning across the U.S. and are committed to the communities in which we are located. As part of this commitment, we partner with local K-12 schools, area colleges and local interest groups to educate various audiences on the benefits of energy-from-waste technology and our environmental commit-ment. Our community outreach also showcases the career opportunities available within the energy-from-waste industry and helps to encourage stu-dents to pursue STEM-related careers. n

Mr. Orlando is the president and chief execu-tive officer (CEO) of Covanta Holding Cor-poration and a member of the company’s Board of directors. Throughout his more than 25 years of tenure with Covanta, Mr. Orlando has served in numerous leadership roles including senior vice president, Business and Financial Management and senior vice presi-dent, Energy-from-Waste. Earlier in his career with Covanta, Mr. Orlando managed the con-struction of new Energy-from-Waste facilities.

Mr. Orlando earned a Bachelor of Science in Civil Engineering from Villanova University in Villanova, Pennsylvania, and an M.B.A. in Finance from Seton Hall University in South Orange, new Jersey. He is a past member of Villanova’s Engineering Advisory Board (2007-2010). in addition, Mr. Orlando has been tapped to participate in STEM-related discus-sions and panel meetings.

Anthony J. OrlandoPresident and Chief Executive Officer Covanta Holding Corporation

Covanta Energy Corporation is an internationally recognized owner and operator of Energy-from-Waste and renewable en-ergy projects and a recipient of the Energy innovator Award from the U.S. department of Energy’s Office of Energy Efficiency and Renewable Energy. Covanta’s 44 Energy-from-Waste facili-ties provide communities with an environmentally sound solution to their solid waste disposal needs by using that municipal solid waste to generate clean, renewable energy. Annually, Covanta’s modern Energy-from-Waste facilities safely and securely convert approximately 20 million tons of waste into 9 million megawatt hours of clean renewable electricity and approximately 9 billion pounds of steam that are sold to a variety of industries.

Covanta is continually seeking STEM talent in the fields of elec-trical, instrumentation, controls, boiler, turbine and other tech-nical areas of power generation as well as finance, iT, human resources, sustainability and environmental science.

“if the U.S. is to maintain its competitive edge and attract this talent, the country will have to invest more heavily in STEM education.”


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nWhy do you believe STEM education/workforce development is critical to our nation’s future?STEM disciplines are integral to the free enterprise system, and a major contributor to economic and social progress. To remain competitive and to grow, businesses require an expanding pool of qualified employees, particularly those versed in the STEM dis-ciplines. The ability to participate fully in global com-merce rests largely on a nation’s ability to innovate in areas linked directly to science, technology, engi-neering and math. defense capabilities are another important area in which a nation must have leading STEM knowledge and skills.

As for workforce development, successful businesses engage in robust programs to keep employee skills current and relevant. To that end, CSX operates the Railroad Education and development institute in Atlanta to provide a range of training and educa-tional opportunities.

How do you believe STEM education can improve a nation’s competitiveness?Economic diversity, and the preservation of techni-cal skills necessary for manufacturing, can help the U.S. compete in an increasingly complex society. From where we sit as part of north America’s circula-tory system, supporting virtually every major market, it’s clear that America is poised to leverage a resur-gence of manufacturing. new domestic sources of natural gas and crude oil, combined with the nation’s rich reserves of coal, are creating opportu-nities to exercise manufacturing skills and stimulate job growth. STEM education is central to building a capable workforce that can innovate and create products that help address issues ranging from the state of infrastructure to the delivery of health care.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?The workforce of tomorrow is in school today. That’s why it is critically important to identify and leverage relevant ways to communicate education’s value proposition.

More specifically, the business community and others have an obligation to emphasize in clear, meaning-ful ways the opportunities associated with science, technology, engineering and mathematics. intro-ducing STEM subjects earlier in formal education

and more prominently in general curricula would help position those subjects as a regular course of study like English or history, rather than specialized disciplines available only to those who have innate abilities. Just as we do with broader education, clear alignment between economic success, quality of life, and STEM skills must resonate with women and underrepresented minorities. Mentors, scholarships and other incentives could be deployed creatively to recruit women and underrepresented minorities.

What traits do corporate leaders need to effectively support and advance STEM education today?Corporate leaders should possess a deep-seated appreciation for STEM education and skills, overlaid with an acknowledgement that enormous oppor-tunities are available to enterprises and individuals with competencies in science, technology, engi-neering and math. We should always be looking for additional ways to support both public and pri-vate industry initiatives to increase STEM education. Corporate leaders, who already have a platform to advocate and influence, can devise specific, actionable programs to reach young people in thoughtful, effective ways. As an example, CSX part-ners with City Year to pair employees with at-risk stu-dents to keep them in school, an important first step in expanding the pool of qualified employees.

What area of STEM are you most passionate about?i’m passionate about the transformative ability of technology. in the 21st century, progress is defined by those companies able to harness technology’s immense power. in the railroad industry, technology has been part of every major advance in the last half century, from the first introduction of comput-ers in the late 1950s to today’s sophisticated rail-way infrastructure and equipment. Enormous gains in safety, productivity and customer satisfaction all can be traced to the development and introduc-tion of technologies that include trackside scanners, massive data storage and retrieval capabilities, and information management that keeps shipments on schedule. it’s also necessary to acknowledge the critical role of engineering in development of increasingly safer and more reliable tracks, bridges, signal systems, locomotives and rail cars. n

Michael J. Ward was named chairman, presi-dent and chief executive officer of CSX Corporation, one of the nation’s premier transportation and logistics companies, in January 2003. Over his 36-year career, Mr. Ward has headed CSX Transportation’s oper-ations, coal sales and marketing, and finance departments.

Under Mr. Ward’s leadership, the company continues to achieve record safety perfor-mance while providing outstanding service to customers and posting strong financial results for shareholders.

The company’s commitment to safety and preparing its network for long-term freight demand is demonstrated by its planned 2013 capital investment of $2.3 billion and its announced intentions to invest an average of 16 to 17 percent of its revenues back into its business through 2015.

A native of Baltimore, Md., Mr. Ward’s commit-ment to personal philanthropy and corporate citizenship was recognized in 2011 with City

Year’s prestigious lifetime of idealism Award. He earned a bachelor’s degree from the Univer-sity of Maryland in 1972, and received a mas-ter’s degree in business administration from the Harvard Business School in 1976. Mr. Ward is a member of the Board of directors of the Asso-ciation of American Railroads, and also serves on the boards of Ashland inc., City Year, United Way of northeast Florida, and Hubbard House. His other business affiliations include The Florida Council of 100, and The Business Roundtable.

CSX, based in Jacksonville, Fla., owns one of the nation’s leading transportation com-panies, providing rail, intermodal, and rail-to-truck transload services that connect 70 ocean, river, and lake ports, as well as more than 240 short line and regional railroads. its principal operating company, CSX Transpor-tation, inc., which has approximately 32,000 employees, operates the largest railroad in the eastern United States with a 21,000-mile rail network linking commercial markets in 23 states, the district of Columbia, and two Canadian provinces.

Michael J. WardChairman, President and Chief Executive Officer CSX Corporation

CSX Corporation, together with its subsidiaries based in Jack-sonville, Fla., is one of the nation’s leading transportation sup-pliers. The company’s rail and intermodal businesses provide rail-based transportation services including traditional rail ser-vice and the transport of intermodal containers and trailers. Overall, the CSX Transportation network encompasses about 21,000 route miles of track in 23 states, the district of Columbia and the Canadian provinces of Ontario and Quebec. Our transportation network serves some of the largest popula-tion centers in the nation. nearly two-thirds of Americans live within CSX’s service territory. CSX serves major markets in the eastern United States and has access to over 70 ocean, river and lake port terminals along the Atlantic and Gulf Coasts, the Mississippi River, the Great lakes and the St. lawrence Seaway. CSX moves a broad portfolio of products across the country in a way that minimizes the effect on the environ-ment, takes traffic off an already congested highway system, and minimizes fuel consumption and transportation costs.


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support and advance STEM education today?While the need for STEM-competent workers is clear from statistics, it will take creativity and foresight to solve the problems necessary to develop these work-ers. We believe that by supporting our Company diversity initiatives, creating a mutually supportive environment between education and industry and breaking down long-held stereotypes held by par-ents and students about manufacturing positions, we can take steps to advance STEM education. Corporate leaders must have a passion for innova-tion and understand that STEM education not only elevates our students’ academic abilities, but also empowers them to think creatively and gives them tools to bring their dreams to reality.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?To encourage students to continue their study of STEM subjects, we believe it is important to con-nect young talent with industry role models. Often students, especially females and minorities, can-not envision themselves practicing STEM careers in future. By engaging with role models, students have the opportunity to directly interact with successful STEM professionals, listen to interesting career sto-ries and become excited to study in STEM subjects. Cummins recently partnered with education curric-ulum provider Project lead The Way (PlTW) to help STEM middle school students build an engine model with lEGO® bricks. This program enabled Cummins engineers to share their stories and perspectives with students and encourage them to discover their inter-ests in STEM.

What do corporations need to do to create more STEM careers and fill existing jobs?One method of filling these jobs is by developing interest in STEM fields at an early age. it is impor-tant for companies, non-profits and professional societies to engage with elementary and middle school students through in-school demonstrations and hands-on activities to get them excited about the opportunities available in STEM fields. Cummins recently hosted a STEM Fair at Smith Elementary, where 400 students and parents rotated through 10 hands-on exhibits to learn early principles of engi-neering and see how they apply in the real world.

At the high school level, it’s important to demon-strate to students why the concepts that they learn in math and science are relevant and how they can be applied to solve real-world problems.

At the city and state levels, it’s important to have regular communication between government, schools and companies to keep curriculum relevant to the needs of the job market.

What do we need in the U .S . to continue to be the top of global innovation?Education is the single most important factor in achieving U.S. innovative competitiveness globally. According to a 2009 study, the U.S. ranks 25th in math, 17th in science and 14th in reading amongst devel-oped countries. How can we as a nation continue to be competitive in this global economy when the next generation of workers is starting at a disadvan-tage against their international peers? improving education, however, falls on everyone’s shoulders.

Parents need to ensure that their students get the right start by enrolling them in early education.

The education system itself also needs to adapt to teaching 21st century capabilities such as team-work, leadership, written and verbal skills and tech-nology proficiency. in addition, industry must take a stronger stake in education by taking part in devel-oping schools’ curriculum, creating internships for talented students and supporting communities with valuable education opportunities and resources.

How do you believe STEM education can improve a nation’s competitiveness?in a world where commodities can be copied or created less expensively, the most effective way to remain competitive is through innovation. By provid-ing unique value to the customer, companies set themselves apart. Cummins has positioned itself not as an “engine” company but a “diesel technology” company. We create value for our customers not only by producing a competitively-priced, durable and reliable product, but also by being first-to-mar-ket with emissions-reduction technology and other product innovations that delight end-users.

STEM education produces students who are creative thinkers that will develop innovative products and technologies to impact our world. STEM teaches skills of critical thinking and analysis that inspire individu-als to question their environments and constantly seek to improve them. By empowering students with technical skills and innovative thinking, STEM educa-tion ultimately benefits our nation and our world. n

Tom linebarger is the Chairman and CEO of Cummins inc., the largest independent maker of diesel engines and related products in the world.

A native from California, Tom has a hybrid education background in both economics and mechanical engineering from Clare-mont McKenna College and Stanford Univer-sity. He later returned to Stanford University to earn an MS in manufacturing systems from

the School of Engineering and an MBA from the Graduate School of Business in 1993.

Tom has held various technical and man-agement positions since joining Cummins. His diverse work experience makes him a strong believer of investing in STEM education, which has made the company successful in leading industry technology and delivering superior results to customers.

Tom linebargerChairman and Chief Executive Officer Cummins Inc .

Cummins is a global Fortune 160 company, who is a leader in a variety of engine, energy and component technologies, strives to invest in STEM to incubate talents and engage communities to in building better environments for STEM education.

Partnering with many STEM organizations, including Project lead The Way, Society of Hispanic Professional Engineers and Society of Women Engineers, Cummins actively engages engineers to create fun and meaningful activities to pro-mote STEM initiatives. Cummins employees worked with stu-dents to coach the robotics team, assemble engine models from lEGO® bricks and host STEM awareness nights at local schools. Cummins engineers use their interests and skills to in-spire young minds to explore the world of STEM.

As a part of Cummins’ commitment to company core val-ues, the STEM initiative is critical to our efforts to cultivate and retain talent, and just as importantly, it is our responsibility to provide resources and opportunities for students to build a better future through pursuing STEM careers.


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sHow do you believe STEM education can improve a nation’s competitiveness? Emerging countries can no longer depend on a lower cost of doing business as their competitive advantage. Mature economies need to reinvent themselves. innovation in STEM related fields is driv-ing national economic policies. it’s through invention and innovation that nations find a place in the new economic order, fueled by fresh answers to old and new challenges. Creating and developing smart and eco-friendly products and services, or the most effective cure for a long-standing disease requires a talent pool well-versed and well-prepared in the fields of science, technology, engineering and math. Hence, there is a need to build a strong national workforce that is well-equipped to drive innovation and help secure a nation’s competitive place in today’s world.

Beyond standards, what are the first steps we should take to curb the STEM education crisis? The key to attracting and motivating more students into STEM careers is one simple word: inspiration. Most standards today are too focused on academic requirements and metrics. We must grow the pipeline of young people interested in STEM related careers. We are losing too many kids to other disciplines because they are not seeing the value and connec-tion of STEM subjects to their ability to bring change to the world. STEM technologies are essential and critical to innovation in almost any industry today, from healthcare to food, retail, or transportation. To significantly increase the number of students choos-ing STEM careers, we have to help teachers under-stand and experience the connection between workplace skills and STEM teaching subjects. Parents also need to understand the new requirements of the workplace and how STEM skills can unlock inter-esting and lucrative opportunities for their children. When i meet with kids, i take the time to connect the role technology has today in every single one of their product experiences– from the design and production of the latest car or airplane, to the most advanced sports equipment or medical device.

What STEM initiative supported by your company are you most proud of? Recent years have seen a dramatic increase in the focus on STEM skills development. Most of this focus has been placed on the students. While that is needed, an increase in the ability of teachers to

demonstrate the value of STEM skills and their link-age to exciting opportunities will pay dividends year after year. We at dassault Systèmes (Americas) have created TadS (Teachers at dassault Systèmes), a summer program, now in its second year, launched as part of our commitment to the Clinton Global ini-tiative America. TadS allows teachers to spend their summer within a STEM-oriented business and learn the practical value of a STEM education. TadS par-ticipants work with employees to gain first hand vis-ibility to the types of jobs in a technology company and to add practical materials to their STEM related curriculum. Passionate teachers, equipped with real world experiences and interesting new mate-rials, can fuel students’ interest and excitement by connecting STEM concepts to real world solutions. investing in teachers can lead to those teachers inspiring students year after year.

What is your advice to those involved in promoting STEM education? Make it real. it is rare that a student gets excited by calculus or physics textbooks and exercises alone. Making the connection between what appear to be purely academic topics and exciting, practi-cal, real world projects is what makes STEM excit-ing. i experienced this myself, but it took an industry funded graduate school level project for me to have that truly inspiring revelation. We need that “ah ha” moment to happen at a much younger age—and there’s no reason it should not. For our part, business leaders need to be more involved in raising the vis-ibility of the exciting opportunities that STEM careers make possible. This is part of my work with the Mass High Technology Council (MHTC), where i co-chair the Education and Talent development Commit-tee. Through active collaboration between teach-ers, parents, business and government leaders, we are working to increase the number of professionals available to face the complex issues of a modern and sophisticated nation. Regardless of whether someone’s desire is to make the world a better place, or to simply pursue a career with good earn-ing potential and longevity, STEM skills are a ticket to a wealth of opportunities. n

Al Bunshaft is President and CEO of dassault Systèmes Americas where he spearheads key strategic initiatives and corporate programs, including the company’s expansion into the U.S. government federal sector. He is also responsible for the company’s relationships with key stakeholders such as financial and industry analysts, private, public and aca-demic leaders, as well as foreign diplomats.

Bunshaft was a key architect in dassault Sys-tèmes’ acquisition of the iBM PlM business, an acquisition that involved the transfer and management of thousands of enterprise accounts. As Managing director of das-sault Systèmes Americas, he helped build the foundation for future company growth by leading the operations and communi-cations of an organization with more than 3,000 employees. Bunshaft led the selection, design, construction and opening of the company’s new Americas headquarters in Waltham, Massachusetts.

Bunshaft is dassault Systèmes’ leading voice in corporate citizenship and science, tech-nology, engineering and mathematics (STEM) initiatives, such as Teachers at dassault Sys-tèmes (TAdS) and “day of Service at dassault Systèmes.”

He represents the company as a member of the STEM subcommittee of the Clinton Global initiative and is a board member of the Mas-sachusetts High Technology Council, where he co-chairs the Education and Talent devel-opment Committee. Bunshaft also serves as an advisory board member at the depart-ment of information and Computer Science of The State University of new York at Albany. He regularly writes and speaks about STEM topics.

He received his Bachelor of Science in Com-puter Science and Mathematics from Univer-sity at Albany, State University of new York and a Master of Science in Computer Engineering from Rensselaer Polytechnic institute (RPi).

Al BunshaftPresident and Chief Executive Officer Dassault Systèmes Americas

dassault Systèmes, the 3dEXPERiEnCE Company, provides businesses and people with virtual universes to imagine sus-tainable innovations. its world-leading solutions transform the way products are designed, produced and supported. das-sault Systèmes’ collaborative solutions foster social innovation, expanding possibilities for the virtual world to improve the real world. Today, dassault Systèmes’ 3dEXPERiEnCE Platform is a business experience platform delivered on-premise, on-line, in public or through a private cloud. The company’s portfolio delivers 3d realistic virtual experiences comprising social and collaborative applications, 3d modeling applications, con-tent and simulation applications and information intelligence applications.

dassault Systèmes has 170,000 enterprise customers across 12 industries, 3,500 partners in 140 countries, with 10 million on-premise users and 100 million online users. The company has 11,000 employees globally, with approximately 3,000 located in north America.


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Why do you believe STEM Education/workforce developments are critical to our nation’s future?Economic growth, development, and competitiveness in an interconnected, technology, and innovation-driven global economy are increasingly dependent on having a high quality, diverse workforce with strong STEM (Science, Technology, Engineering, and Mathe-matics) skills. At John deere, approximately 40% of our global salaried employees work in a STEM-related job supporting innovation, which is one of John deere’s core values. We believe that STEM literacy is increas-ingly important for all students regardless of career choice to support 21st century learning and jobs.

We launched our own STEM initiative called John deere inspire in december 2011 to help ensure our company and our nation have a strong STEM-anchored workforce going forward. Underway at our U.S. Midwest units, John deere inspire is designed to engage the next generation of innovators through hands-on, real world experiences that inspire more of them to pursue a STEM education. We plan to expand the initiative worldwide in the future.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?increasing the number of women and underrep-resented minorities in STEM is a key outcome of John deere inspire. More diversity in the talent pool leads to more diversity of thought, improved cre-ativity in solving problems, greater innovation in our products, and better business results. Overall, this creates an environment where all employees enjoy working together to address the challenges that lead to personal growth and opportunity.

Key to encouraging more students including women and underrepresented minorities to continue STEM studies is much earlier exposure (ages 9-14) to STEM activities, including relevant real world experiences supported by mentors and role models. Some exam-ples include:

• Supporting nine “introduce a Girl to Engineering day” events where 505 eighth grade girls in four states learned about engineering and science careers. Some 135 John deere employees volun-teered their time supporting these events. Many volunteers were female engineers from our WomenREACH resource group and the Society of Women Engineers organization. Post-event surveys showed the events increased the girls’ interests in engineering by 39%.

• Supporting 127+ FiRST robotic teams through grants and mentors for K-12 students. This included being the largest, global supporter of Junior FiRST lEGO league, aimed at students ages 6-9, and supporting the Global innovation Award for FiRST lEGO league.

Educating parents, including addressing common misconceptions is also key to encouraging students’ STEM studies. We supported “Moms night Out” for

STEM in iowa (25 locations) and partnered with the Society of Hispanic Professional Engineers for several noche de Ciencias/Family Science night events.

How can we do a better job to strategically coor-dinate all those engaged in STEM across the com-pany? (Across different departments)For John deere, the key has been developing an over-all, company-wide STEM strategy aligned with our business strategy. This included selecting two strategic partners, FiRST and “Project lead the Way,” which many employees were already supporting. To help manage and coordinate STEM across our company, we have a full time program director who works with an internal support group including a new Executive STEM Council, and 27 site coordinators. Also key to our success is the company’s new global volunteerism initiative which has helped encourage and enable our employees and retirees to volunteer in the communities in which they live and work. Through the initiative, employees record their volunteerism activities and hours.

What STEM initiative that your company has sup-ported are you most proud?Since introducing John deere inspire, i’m most proud of our employees’ support through volunteerism. in the first year of John deere inspire, more than 300 employ-ees volunteered more than 15,000 hours to STEM-related activities. in spite of busy work and family lives, our employees have provided extraordinary assistance from all levels of the company. Examples include:

• 130 mentors for FiRST robotic teams mainly in the Midwest, but including a team in Pune, india, that collaborated with a deere-supported team in davenport, iowa.

• Ten John deere volunteers who supported the FiRST lEGO league Open European Champion-ship in Mannheim, Germany.

• ninety volunteers who supported the annual STEM day at John deere Engine Works in Water-loo, iowa, that attracted 157 eighth graders.

What is your advice on using private-public part-nerships to tackle our most pressing education challenges in STEM?Our experience has shown that private-public part-nerships can enable the biggest, most sustainable results. This requires time for the various stakeholders to develop strong, working relationships. Businesses need to help educators understand their needs for future employees by providing real world experiences. For example, last summer John deere sponsored six-week externship assignments at deere facilities for nine iowa teachers, and supported 100 teachers from illinois with job shadows and tours. it’s important to empha-size that deere’s commitment is far more precious than mere financial support of STEM, but also includes human resource support through empowering our employees to give back by volunteering as coaches, judges, guest speakers, mentors, and more. n

Sam Allen is Chairman and Chief Executive Officer, deere & Company, a position he’s held since February 2010.

Allen was named President and Chief Execu-tive Officer in August 2009. He was appointed President and Chief Operating Officer of the company and a member of the deere & Company Board of directors in June 2009. Previously, he served as President, Worldwide Construction & Forestry division and was responsible for the global operations of John deere Power Systems. He was also responsi-ble for deere’s intelligent mobile equipment technologies and for deere’s advanced technology and engineering. He has served as a senior officer of the company since 2001, with additional responsibilities in human resources, industrial relations, and John deere Credit’s global operations.

Since joining John deere in 1975 as an engi-neer, Allen had worked in positions of increas-ing responsibility in the Consumer Products division, Worldwide Construction & Forestry division, John deere Power Systems, and the Worldwide Agricultural division including managing operations in latin America, China & East Asia, and Australia.

in addition, Allen also serves as Chairman of the Council on Competitiveness as of Janu-ary 2010. He was appointed to Whirlpool Cor-poration’s board of directors in June 2010.

He is a 1975 graduate of Purdue University with a bachelor’s degree in industrial manage-ment. He is a native of Sumter, South Carolina.

Sam AllenChairman and Chief Executive Officer Deere & Company

deere & Company (nYSE: dE) is the world’s leading manu-facturer of agricultural equipment as well as a top supplier of product solutions for the construction, forestry and turf care industries. The company and its nearly 67,000 employees are committed to the success of customers whose work is linked to the land—those who cultivate, harvest, transform, enrich and build upon the land to meet the world’s dramatically increasing need for food, fuel, shelter, and infrastructure.

At John deere, approximately 40% of its global salaried em-ployees work in STEM-related jobs supporting innovation, one of John deere’s core values. John deere supports STEM through its John deere inspire initiative which includes part-nerships with FiRST Robotics, Project lead the Way (PlTW), 4-H, SAE A World in Motion (AWiM), and SECME.

Visit John deere on its website at www.Johndeere.com


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LPWhy does Deloitte believe STEM Education and work-force development are critical to our nation’s future?STEM graduates are our country’s fuel for economic growth and critical to innovation, and, as a nation, we face a shortage of 230,000 STEM workers by 2018. Recruiting new talent through education is an important part of addressing this shortage, but it is not enough to meet the demand. in order for the U.S. to continue to grow and flourish as the strongest economy in the world, businesses must invest in the continuing development of workers at all stages of their careers.

deloitte recognizes the importance of worker retrain-ing to maintain a nimble, highly-skilled workforce. We have made a significant long-term commitment in deloitte University (dU), our signature state-of-the-art campus, where employees can go to sharpen their skillsets, learn best practices, and maintain their intellectual edge. Through dU, our aim is to grow the world’s best leaders and create an environment where ideas prosper and leaders thrive.

How does Deloitte encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities? With the critical shortage of math and science tal-ent, women remain underrepresented in most tech-nical professions—and business’ need for scientists and engineers remains unmet. deloitte’s sponsorship of the Sally Ride Science Festival is one example of our commitment to encouraging young women to consider careers in math, science and engineering.

How has Deloitte coordinated investments in edu-cation with future workforce needs?deloitte employs over 5,000 people in STEM fields, and yet we still have many unmet needs.

We invest heavily in education with our campus presence across the United States, our continuing education with our own workforce, and through our pro bono and skills-based volunteerism efforts.

We know how important it is to continually train and reinforce skills once a workforce is employed, so in 2011 we opened deloitte University (dU), our signa-ture state-of-the-art campus, where employees can go to sharpen their skillsets, learn best practices, and maintain their intellectual edge.

We also work with organizations such as the non-profit College Summit, which helps high schools and their surrounding communities develop college-going cultures in underrepresented areas. College Summit combines teacher training, community outreach, coaching and counseling, and robust data tracking that facilitates accountability in high schools.

These are some of the ways in which we help to ensure that the pipeline for tomorrow’s workforce will be able to meet our future needs.

What does the US need to do to continue to be at the top of global innovation?in order for the US to continue to grow and flourish as the strongest economy in the world, we need to develop the best talent here, but we also need to allow the best and brightest from around the world to join us—and we do that through a smart immi-gration program for the 21st century. STEM gradu-ates are a key input to innovation and are critical to our nation’s continued success. Whether US born or foreign nationals, any STEM graduate should have a green card stapled to their diploma. Forty per-cent of Fortune 500 companies were founded by immigrants; for America to stay competitive, our sys-tem must change. We need a modern immigration system that can allow for US companies to secure the talent they need to grow and innovate. But, immigration reform alone is not enough. Providing a high-quality education to America’s youth is also essential to our nation’s global competitiveness.

What is your advice on using private-public part-nerships to tackle our most pressing education challenges in STEM?Every day we help companies across America solve complex challenges. And we do the same in the nonprofit sector too. We believe public-private part-nerships are an essential tool in tackling our edu-cation challenges. One recent example is with our collaboration with Share Our Strength, a non-profit aimed at eliminating child hunger. We looked at the impact breakfast has on children’s success and found that a well-nourished student population is critical to helping children thrive in the classroom. Feeding a child breakfast helps remove a barrier that blocks future innovators of our global workforce.

We must create an environment that fosters excep-tional businesses, and we look to our government leaders to help create this environment. Business participation in the process will result in more effec-tive policies, restored confidence, and increased certainty, while creating a solid foundation for future growth. The shortage of students pursuing math and science careers, as well as outdated teaching methods, threaten America’s competitive advan-tage.

Businesses, in all nations, should join in their country’s public policy debates in the collaborative spirit—a new way of partnering together to move our nations and the world forward—to help craft a prescription for the future. We need bold vision and even bolder action to be truly innovative, we need to identify the constraints to getting beyond our current limitations and find solutions for the long term. n

Joe Echevarria is CEO of deloitte llP, where his leadership responsibilities extend to approxi-mately 60,000 professionals in nearly 90 U.S. cities and india.

He joined the deloitte U.S. Firms in 1978 and became an audit partner in 1988. Since that time, he has held a wide range of leadership positions, most recently U.S. Managing Part-ner—Operations.

As part of his current role, Echevarria chairs the U.S. Executive, is a member of the U.S. Board, the deloitte Touche Tohmatsu limited (dTTl) Executive and dTTl Board, and serves on the Americas Executive.

like all deloitte professionals, Echevarria’s work plays a crucial role in serving the inves-tor public and protecting capital markets, while providing high quality service to some of the firm’s largest and most valued clients. deloitte hires more than 15,000 annually and Echevaria is known for his passionate support of talent and commitment to inclusion.

Echevarria frequently speaks to influential media such as CnBC, Fox Business, The Wall Street Journal, and Reuters about issues such as the U.S. Economy and business trends, pro-fessional services, and the audit profession.

Actively engaged in Washington, d.C., Eche-varria was a panelist for the 2012 White House Forum on Women and the Economy and a keynote speaker at the U.S. Chamber of Commerce’s Annual Capital Market Sum-mit. He has joined other CEOs to tackle some of the country’s biggest challenges through participation in both the Fix the debt cam-paign and the Business Roundtable, where he currently serves on the Select Committee on immigration. Echevarria also regularly meets with leaders on both ends of Pennsylvania Avenue.

He earned his bachelor’s degree in business administration from the University of Miami, where he serves on the Board of Trustees and chairs the Business School’s Board of Over-seers.

Joe EchevarriaChief Executive Officer Deloitte LLP

in the United States, deloitte llP and its subsidiaries have 57,000 professionals with a single focus: serving our clients and helping them solve their toughest problems. deloitte works in four key business areas—audit, financial advisory, tax and consulting—but our real strength comes from combining the talents of those groups to address clients’ needs. Fortune and BusinessWeek consistently rank deloitte among the best places to work, which is good news for deloitte’s talent and clients alike.

deloitte employs over 5,000 professionals in STEM fields in or-der to serve our clients. deloitte is actively engaged in ensur-ing the pipeline of STEM professionals will be able to meet future workforce needs.


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nsWhy do you believe STEM Education/workforce development are critical to our nation’s future?Our kids are the next generation of innovators, prob-lem solvers and game changers, and we need them to take on the planet’s challenges and shape a bright, healthy future by embracing STEM careers.

How do you believe STEM education can improve a nation’s competitiveness? if we want to compete, win, and prosper in the global economy, then we must be leaders in the ways we advance and strengthen the skills and education of our people. Growing our economy takes more than just attracting business and creating jobs, it also requires equipping those businesses and filling those jobs with a world-class workforce. Addressing the growing gap between the needs of employers and the skills of America’s workforce is a critical issue for the country’s success, and a key to lowering unem-ployment and boosting the economy on both the local and national level.

What is the STEM initiative that your company has supported are you most proud?discovery is most proud of “Connect the dots,” a new, global STEM education effort designed to illuminate pathways for kids to achieve today and lead tomor-row by inspiring interest in STEM subjects and careers within industries looking for highly skilled workers. The goal of “Connect the dots” is to connect kids, par-ents and communities with all of discovery’s STEM programs across our networks, education and digi-tal platforms. discovery is passionate about doing our part to make STEM a daily part of kids’ lives in order to prepare them for the jobs of the future and inspire the next great discovery.

“Connect the dots” efforts include: the launch of discovery Education STEM Camp, offering after-school and summer resources at no cost; new sci-ence-focused on discovery Channel and Science Channel; a partnership between Science Channel and America’s manufacturers to promote careers in the skilled trades; and the lumosity Education Access Program (lEAP), a no-cost program for K-12 schools that seeks to study the effects of cognitive training in the classroom.

Where do you see the biggest area of opportunity in advancing STEM jobs/careers?Building STEM literacy among America’s next gen-eration of leaders is critical to meet the global chal-lenges that lie ahead and prepare students for tomorrow’s careers, and classroom learning is cer-tainly key to this effort. However, we know that learn-ing doesn’t stop when the class bell rings. We can’t overlook the opportunities available to reach kids when the school day ends.

Programs like discovery Education STEM Camp—which delivers standards-aligned curricula at no cost to schools, non-profit organizations and parents for use as

part of summer camps, after school learning opportuni-ties, and other educational programs—maximize time spent outside traditional learning environments, keep-ing students inspired and providing them with the tools they need today to compete for the jobs of tomorrow.

What is your advice on using private-public part-nerships to tackle our most pressing education challenges in STEM?Public-private partnerships are an essential element of our collective efforts to support STEM achieve-ment. We need to ignite students’ imaginations, we need to empower them with experiences that dem-onstrate “why STEM matters,” and we need to sup-port building the life skills that young people need to compete for the jobs of tomorrow.

To that end, we partner with innovative, like-minded organizations such as Siemens, 3M and others to deliver needed resources to educators and stu-dents in traditionally underfunded areas like STEM. This includes pairing students with 3M scientists in mentor-match programs and placing classroom teachers in research labs across the country as part of the summer-learning Siemens STEM Academy.

in its home state of Maryland, discovery also has forged a partnership with Montgomery College, one of the nation’s leading community colleges, to help prepare students for jobs at discovery and in the fields of information technology and media. This partnership provides students access to paid intern-ships, career panels featuring discovery executives, and training classes led by discovery’s HR profession-als on networking, resume writing, and interview skills. it is part of discovery’s “discovery Your Skills” initiative, a multimedia public affairs campaign, including the www.discoverYourSkills.com website, designed to pro-vide unemployed and underemployed Americans with access to resources for obtaining marketable job skills and expertise, and to raise awareness of career opportunities in skilled trade and other industries.

What counsel would you provide around “collabo-ration to achieve success” in STEM Education and work force?The reality is that a growing gap between the needs of employers and the skills of America’s workforce leaves far too many quality jobs unfilled in critical areas of our economy. This is especially concerning for the millions of students who are attending colleges now—and facing the reality that the skills needed by America’s businesses do not always align with those taught at today’s institutions of higher education.

To address this issue, public-private collaboration between universities, community colleges and employers is essential. The types of partnerships ensure that universities and colleges do not train students in a vacuum and that businesses obtain the skilled workforce they need. This collaboration is a critical step to help make students more employ-able and work ready on day one. n

As President and CEO of discovery Commu-nications, david Zaslav sets the strategy and oversees all operations of the world’s #1 nonfic-tion media company that reaches more than 1.8 billion cumulative subscribers in 223 coun-tries and territories. discovery Communications is dedicated to igniting curiosity and delivering the thrill of discovery through 162 worldwide television networks, including global brands like discovery Channel and Science Channel.

Under Zaslav’s leadership, in September 2008, discovery began trading as a public com-pany and he has directed a strategic effort to clarify and strengthen discovery’s world-class brands, including a renewed focus on cre-ativity and a two-fold increase in investment in original content.

He also has renewed discovery’s commitment to corporate social responsibility programs, which leverage the power of discovery’s brands, busi-nesses and employees to give back and make a difference in the communities where it operates. This includes discovery impact programs where

employees participate in volunteer activities to improve their local communities and assist those in need. it also includes “Connect the dots,” dis-covery’s cross-company STEM education initia-tive designed to provide pathways for kids to achieve today and lead tomorrow by inspir-ing interest in STEM subjects and careers within industries looking for highly skilled workers.

Prior to discovery, Zaslav had a distinguished career at nBC Universal, where he was instru-mental in developing and launching CnBC and MSnBC. His responsibilities extended to Bravo, CnBC World, SCi Fi, ShopnBC, Sleuth, Tel-emundo, Telemundo Puerto Rico, mun2, Trio, Uni-versal Hd, USA network, nBC Weather Plus and the Olympics on cable. Zaslav also oversaw nBC Universal’s interests in A&E, The History Channel, The Biography Channel, national Geographic international, the Sundance Channel and TiVo.

Before joining nBC, Zaslav was an attorney with the new York firm of leBouef, lamb, leiby & MacRae. He graduated with honors from Bos-ton University School of law.

david ZaslavPresident & Chief Executive Officer Discovery Communications

discovery Communications is the world’s #1 nonfiction media company dedicated to satisfying curiosity through 162 world-wide television networks, led by leading global brands such as discovery Channel and Science Channel. discovery also is a leading provider of educational products and services to schools and owns and operates a diversified portfolio of digital media services, including Revision3.

discovery also has launched “Connect the dots,” a new mul-timedia, national STEM education initiative across its networks, education and digital platforms, which is designed to help make STEM a critical part of kids’ lives, prepare them for the jobs of the future and inspire the next great discovery. “Con-nect the dots” programs include discovery Education STEM Camp, offering after school and summer STEM resources for educators, camp administrators and parents at no cost, and a partnership between Science Channel and Ameri-ca’s manufacturers to promote careers in the skilled trades, among other initiatives.


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Why do you believe STEM Education/workforce development are critical to our nation’s future?Human capital has historically been one of this nation’s strongest competitive advantages. And in a world where countries are competing like compa-nies, the best educated and most talented workforce is a critical factor for success. To ensure that the U.S. can attract global companies, we need to improve STEM education in this country while simultaneously working to make science sexy again to increase the number of students choosing STEM careers.

Beyond standards, what are the first steps we should take to curb the STEM education crisis?Addressing the quality of the teachers in our class-rooms is the first step towards solving the STEM edu-cation crisis in this country. Our nation’s teachers play a crucial role: sparking curiosity and motivat-ing students to explore STEM fields. i experienced this first-hand when inspiring instructors guided me through the tough work of a chemical engineer-ing degree. Unfortunately, many teachers lack the depth of knowledge required to explain science in a way that will engage and inspire students. To bring more STEM-educated teachers into our classrooms, there should be scholarships for students who pursue STEM-related degrees—and who pledge to teach in that field. STEM-related degrees will provide teachers with the background necessary to explain complex concepts from multiple perspectives and stimulate students.

For our part, dow has partnered with the national Science Teachers Association (nSTA) to support the development of our nation’s science teachers through the new Science Teachers Academy. This year-long program is designed to enhance teacher content knowledge and confidence through web-based seminars and a mentorship program that pairs participants with trained mentors who teach in the same discipline. Since its inception, the program has graduated more than a thousand teachers throughout the United States.

How has your corporation coordinated investments in education with future workforce needs?As a major employer of scientific and engineering talent, dow is committed to the development of a 21st century workforce which will help solve soci-ety’s most pressing challenges while cultivating a more competitive U.S. marketplace. in 2011, dow announced a $250 million investment—$25 million per year for 10 years—which is being distributed among 11 institutions to strengthen research in tra-ditional scientific fields important to dow and to the nation’s future. This unique and industry-leading investment will support breakthrough technolo-gies and increase collaboration between dow and key universities, while helping to develop America’s future pipeline of Phd-level talent.

What area of STEM are you most passionate about?

As a chemical engineer by trade, i have always been struck by the ways in which chemistry can be applied to solve problems. Today, i am more con-vinced than ever that the chemical sciences are elemental to enabling the intersection of humanity with our planet. With the global population expected to balloon to 9 billion people by 2050, challenges such as clean water, affordable medicine and sus-tainable housing need to be addressed. That is why we must help this next generation of chemi-cal engineers and scientists to innovate and solve these problems in a way that protects—and even improves—our quality of life on this planet.

What is your advice on using public-private part-nerships to tackle our most pressing education challenges in STEM?Corporations like dow, which depend on a robust talent pipeline of skilled workers, have a responsibil-ity to invest their resources and expertise in improv-ing STEM education in the United States. However, the scope of this challenge is too large for any one stakeholder to solve alone. For this reason, industry must come together with government and civil soci-ety in a “golden triangle of partnership” to create programs that encourage the highest quality K-12 and continuing education to fill the talent pipeline.

Organizations like the Chemical Education Founda-tion (CEF) rely on such partnerships to provide pro-grams that enhance education. That is why dow has committed to support CEF’s You Be The Chemist Challenge, an initiative that engages fifth through eighth grade students in learning about chem-istry concepts, discoveries and chemical safety. Announced in 2011, this commitment will enable CEF to expand the You Be The Chemist Challenge to 30 states by 2014.

What do corporations need to do to create more STEM careers and fill existing jobs?By 2020, the Boston Consulting Group has predicted that the manufacturing renaissance underway in this country will generate as many as 5 million jobs across the economy. Most of these high-skill, high-paid positions will require a STEM background, but an insufficient pool of STEM talent is threatening to leave these jobs unfilled. To remedy this, corpora-tions should establish partnerships with community colleges in their respective regions and invest in customized technical training programs to retool their workforce quickly and according to their local needs. dow’s collaboration with delta College, just a few miles away from our global headquarters, makes the case for this approach. launched in 2008, the Fast Start program provides technical skills training to candidates for dow’s advanced chemi-cal, solar and battery operations, as well as other manufacturers in the region, with job placement rates as high as 89%. n

Andrew n. liveris is the President, Chairman and Chief Executive Officer of The dow Chem-ical Company, a global specialty chemical, advanced materials, agrosciences and plas-tics company based in Midland, Michigan with 2012 annual sales of approximately $57 billion.

An advocate for the criticality of advanced manufacturing, liveris serves as Co-Chair of President Obama’s Advanced Manufactur-ing Partnership, a private-sector-led initia-tive to revive American manufacturing and enhance U.S. global competitiveness. This initiative seeks to identify and address the challenges facing the manufacturing sec-tor, including the STEM skills shortage, which it is combating through suggested improve-ments in high school and community college education.

liveris is the author of Make It in America, which presents a comprehensive set of prac-

tical policy solutions and business strategies for reviving this important sector, including a plan for national education reform for K-12 and beyond that emphasizes the importance of STEM education. in recognition of his efforts on behalf of science education, liveris was honored by the Chemical Education Foun-dation with the Vanguard Award in May 2013.

liveris sits on the board of directors of iBM and the Special Olympics, is chairman of the U.S. Business Council, vice chair of the Business Roundtable, a member of the President’s Export Council, and was the foreign co-chair of the 2012 China development Forum. He serves as a trustee for the Herbert H. & Grace A. dow Foundation, United States Council for international Business, and the California institute of Technology. A chemical engineer-ing graduate, liveris continues to support his alma mater as the inaugural chair of the Uni-versity of Queensland in America Foundation.

Andrew n. liverisPresident, Chairman and Chief Executive Officer The Dow Chemical Company

dow combines the power of science and technology to pas-sionately innovate what is essential to human progress. The Company connects chemistry and innovation with the prin-ciples of sustainability to help address many of the world’s most challenging problems such as the need for clean wa-ter, renewable energy generation and conservation, and increasing agricultural productivity. dow’s diversified industry-leading portfolio of specialty chemical, advanced materials, agrosciences and plastics businesses delivers a broad range of technology-based products and solutions to customers in approximately 160 countries and in high growth sectors such as electronics, water, energy, coatings and agriculture. in 2012, dow had annual sales of approximately $57 billion and employed approximately 54,000 people worldwide. The Company’s more than 5,000 products are manufactured at 188 sites in 36 countries across the globe.


How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities? develop more internship, mentoring and co-op pro-grams. As an example, at dSC our engineering group partners with northwestern University on an indus-trial engineering co-op program and with Michigan State University on packaging engineering and VAS co-op programs. We offer internships in our supply chain, solutions and iT groups. Market and educate about the value of education in STEM subjects. do a better of job of showing what you can do with a STEM education.

What do corporations need to do to create more STEM careers and fill existing jobs?in terms of STEM careers in supply chain manage-ment, more corporations need to create career paths for engineers and other supply chain profes-sionals, blending business intelligence and expertise in the discipline. An enlightened company would then welcome an employee with a strong STEM education and help him/her develop the skills in communication and leadership, and the business knowledge necessary for advancement.

of what STEM initiative that your company has sup-ported are you most proud?At a symposium in May, we announced a new initia-tive to increase women’s leadership in logistics and supply chain management. The initiative recognizes the contribution of women leaders to the field and promotes the development of up-and-coming lead-ers. The initiative is named AWESOME—Advancing Women’s Excellence in Supply Chain Operations, Management and Education.

Over the past 10 years, the field of supply chain management, including logistics, procurement, sup-ply management, and sourcing, has transformed. The pace of business has accelerated, the eco-nomic consequences of moving products through global markets have multiplied, and new technol-ogy is being developed and adopted at warp speed. The field is now recognized as one with tre-mendous power to help companies achieve their business goals. With increasingly complex problems to be solved and constantly-changing needs to be addressed, the role of strategic supply chain leaders is expanding dramatically.

“in an industry once thought to be mainly about moving boxes and driving trucks, critical elements of success now include creative problem solving, infor-

mation sharing, and long-term partnerships. in this environment, women have a natural and vital role as team members and leaders. Yet, too few women are fulfilling top leadership roles in supply chain management. Our goal is to change that and bring new energy and new talent to our profession.”

What do you see as the biggest area of opportunity in advancing STEM jobs/careers?it might be in the area of inter- or cross-disciplin-ary education. The supply chain management field offers career positions in engineering, process improvement, solutions, iT, continual improvement—all based on STEM education. data, analytics, problem solving, strategic thinking etc. all form the building blocks of our service to our customers. in addition to a strong education in STEM subjects, a supply chain professional needs skills in collabora-tion, relationship building, communication, business. A college program that guides a student through identifying what career path he/she wants to take should also include courses/guidance is what it takes to be successful, what skills you need, how to use your knowledge/training in the career.

What is your advice to those involved in promoting STEM education?Start even earlier (as early as possible, before high school) to show young people what careers they can pursue with STEM education so they can take a full array of math and science classes in high school and beyond. By high school, many are already down a path. do profiles of engineers doing exciting jobs. Educate more about what an engineer does, what a supply chain professional does, for example. Make math and science “cool” or maybe it’s more accurate to say emphasize the “coolness” of the “tech geeks” who are parlaying their expertise into success. As one of my colleagues says, “Smart peo-ple follow the money and the “cool kids.” Establish internship programs for students younger than col-lege age.

How should those working to improve the STEM workforce measure success?in the logistics field, measuring of success should be based on both top line and bottom line growth. STEM training developed into business intelligence shows existing customers how to change and pro-spective new customers what a logistics partner can do to help them solve problems and drive out costs in their supply chains. n

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Ann drake is Chairman and CEO of dSC logis-tics. Since becoming CEO in 1994, she has guided dSC through transformations aimed at providing supply chain leadership to cus-tomers with changing needs. She and her team have led the implementation of a series of structural and strategic initiatives resulting in a focus on integrated supply chain solu-tions and a business model based on collab-orative partnerships.

in emphasizing the importance of talent development, Ms. drake has actively pro-moted the inclusion of both men and women in rising to positions of leadership. dSC cus-tomers include Kellogg, Cardinal Health, The J.M. Smucker Company, Georgia Pacific, Kraft, Kimberly-Clark, and other leading companies in a variety of industries.

Ann serves on the Boards of the Metropolitan Planning Council, the Committee of 200, and the A.M. Castle Company. She is Vice Chair-man of the Business Advisory Council of the Transportation Center of northwestern Uni-versity. She also serves as a strategic leader in transportation and infrastructure on Chicago Mayor Rahm Emanuel’s World Business Chi-cago Economic Growth Plan.

Ann received the distinguished Service Award from CSCMP and the Alumni Merit Award from the Kellogg School, and was named “industry leader of the Year” by iiT. Her undergraduate degree is from the University of iowa and her MBA from The Kellogg School at northwest-ern University.

Ann drakeChairman and Chief Executive Officer DSC Logistics

dSC logistics, a leading supply chain management com-pany, focuses on designing, integrating, managing and adapting supply chain solutions. dSC capabilities as a lead logistics Partner (llP) and third-party provider (3Pl) include supply chain analysis and design, network optimization and management, logistics Center management, transportation management and consolidation, business process integra-tion, supply chain visibility and value-added services.


How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?it’s easy for us to speak about the benefits of a STEM education. But i think the real drivers are the teach-ers. They’re with students every day, and they have the ability to really embed STEM in everything they say and do. That’s why we’re involved in a few proj-ects that offer STEM educational development pro-grams for teachers from all types of schools. These programs use the best of what’s known about these subjects to help educators develop the skills, knowl-edge and resources they need to become reflec-tive practitioners in their classrooms.

What do corporations need to do to create more STEM careers and fill existing jobs?Partnerships are key. like others, we continue to develop alliances to build a pipeline of energy work-ers. One way we do this is by partnering with line-worker academies and nuclear operator programs at community and technical colleges. We provide programmatic support through funding, equipment, instructors, curriculum development, scholarships and employment opportunities for graduates.

We also join forces with universities to develop the next generation of energy expertise. For instance, our foundation gave $4.5 million to support UnC Char-lotte’s Energy Production and infrastructure Center, which is focused on training new engineers and conducting research in energy technologies. The center will eventually be an educational resource for engineering students from many universities and colleges, and a national laboratory for cutting-edge technologies that will shape our industry.

duke Energy is also aligned with the Center for Energy Workforce development (CEWd) to pilot the Get into Energy Career Pathways program. The CEWd is working through state Energy Workforce Consortia—partnerships of energy companies, edu-cational institutions, and state labor departments and workforce agencies. The intent of the program is to hire and train 500 low-income young adults for energy-related careers by the end of this year. duke Energy is supporting this program by offering employment, training and opportunities for career advancement to selected participants in our ser-vice areas.

How has your corporation coordinated investments in education with future workforce needs?We’re able to take a macro view of the charac-teristics of our workers, and then identify future trends. For instance, well over half of duke Energy’s workforce is made up of “traditionalists” and “baby boomers” who will be considering retirement in the next decade or so. Our workforce planning groups continually monitor the company’s demographics, forecasting areas in which the company will need to recruit new hires, based on changes in demo-graphics and required skills.

This is how we really got going with STEM years ago. We took a hard look at our workforce and we saw a need. Then we saw a major gap when we looked at forecasts for future energy workers. This prompted us to become very proactive in terms of programs that sustain and promote STEM education.

We definitely see the value in our work beyond just building a pipeline of workers. it makes a difference in our communities, too. We know that good workers tend to be more active and engaged in their com-munities. So it really comes full circle.

What is the key to smart STEM investments?i think investments have to vary. For instance, some companies can get so caught up in external STEM programs that they forget about their own workforce pipeline—like the “Generation X” and “Millennials” that you already have on staff. These employees are from a different generation. They don’t necessarily want to spend their entire careers in one industry or with one company. That’s why we need to work hard to retain employees, and a reason why we need to remain competitive in terms of benefits.

We also need to continue to develop these employ-ees to fill the shoes of others who may retire. duke Energy encourages employees to continue their education. And we help out with financial support. We’ve found that this pursuit of educational oppor-tunities contributes to employee development and morale, as well as organizational growth.

What do we need in the US to continue to be at the top of global innovation?The U.S. and American companies have a lot of work to do to keep their place at the top of global inno-vation. First, we must embrace the work that other countries are doing—and even partner with them. duke Energy has formed many partnerships in China. Why China? Well, the Chinese are on a building spree in terms of power plants. They are fast build-ing hundreds of coal-fired plants and more than 20 nuclear plants. Plus, China is building more wind and solar generation this year than many U.S. utili-ties have in their entire fleet. And we’re along with them the entire way. Being plugged into this effort is a great way to learn lessons, avoid mistakes and bring that knowledge back to benefit our customers in the Americas.

The second thing we need to do is to work harder to retain human capital in the U.S. Tens of thousands of international students come to our country for under-graduate and graduate degrees, only to apply their intelligence overseas. We need to try harder to keep these brilliant minds in the U.S. n

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Jim Rogers serves as chairman, president and chief executive officer for duke Energy. He is currently in his 25th year as a CEO in the elec-tric utility industry. Rogers was named presi-dent and CEO of duke Energy following the company’s merger with Cinergy in 2006, and continued in that role following the merger with Progress Energy in 2012. He served as Cinergy’s chairman and CEO for more than 11 years, and prior to that, as chairman, presi-dent and CEO of PSi Energy.

Rogers has served as deputy general counsel for litigation and enforcement for the Federal Energy Regulatory Commission (FERC); exec-utive vice president of interstate pipelines for the Enron Gas Pipeline Group; and as a partner in the Washington, d.C., law office of Akin Gump Strauss Hauer & Feld. Prior to those appointments, Rogers worked as assistant to the chief trial counsel at FERC; as a law clerk

for the Supreme Court of Kentucky; and as assistant attorney general for the Common-wealth of Kentucky, where he advocated for the state’s consumers in gas, electric and tele-phone rate cases. Rogers was also a reporter for the lexington (Kentucky) Herald-leader for three years.

Under Rogers’ leadership, duke Energy has been recognized as a leader in sustainability— balancing the “triple bottom line” of people, planet and profits. in 2010 and 2011, the com-pany was named to the elite dow Jones Sus-tainability World index; it has been a part of the dow Jones Sustainability index for north America for the past seven years.

He earned his bachelor’s and law degrees from the University of Kentucky, and lives in Charlotte, n.C.

Jim RogersChairman, President and Chief Executive Officer Duke Energy

duke Energy is the largest electric power holding company in the United States with more than $110 billion in total assets. its regulated utility operations serve approximately 7.2 million electric customers located in six states in the Southeast and Midwest. its commercial power and international business segments own and operate diverse power generation as-sets in north America and latin America, including a growing portfolio of renewable energy assets in the United States.

The company actively supports STEM education and teacher development because each are key focus areas in growing the future energy industry workforce—especially because of the new skills needed for the renewable energy industry and the advancements of digital grid technology


DuP

ontWhy do you believe STEM Education and Workforce

are important to our nation?The backbone of America’s economy is innovation and the heart of innovation is science. Scientists and Engineers are problem solvers that make good ideas into realities, and technologists helps us drive innova-tions with speed and adaptability. From astronauts to social media, from Kevlar® to the nFl—STEM careers are everywhere. At duPont, we are working to address the big challenges facing our world today. The increase in population, a growing global middle class and finite natural resources are challenges that we believe can be solved through collaborative sci-ence. no one company or organization can do this alone, we will need the help of others. duPont has a history of transforming markets and creating lasting solutions to big challenges. We continue our efforts today and believe STEM will be a big part of how we are successful.

What traits do senior leaders need to effectively support and advance STEM today? Many leaders have STEM backgrounds so it’s easy to start with what we know—how we use STEM in our lives. But we also need to help students see how ver-satile STEM is. We need to get involved and be col-laborative, working with parents, teachers, schools and government to help address this important challenge for America. We also need to be creative in our efforts. Today’s students have different ways of communicating and different priorities. We need to listen to them and learn how we can best reach them. We need them to believe and care that STEM education is important to our future workforce and national competitiveness. The path to STEM educa-tion starts early, before kindergarten, and we need to engage throughout the education process, not just at the college level.

What about STEM gives you passion? it’s an area where i know i can make a difference. i have three children and i’ve seen them follow their interests. There is nothing more fun than helping them work toward their dreams. Helping students to see the excitement of science and engineering and pursue it is equally rewarding. i have the great honor of leading one of the oldest science-based manufacturing companies in the world. Our future depends on a workforce with a strong STEM back-ground. So it is personal and professional pleasure for me to work on STEM. And it is fun when you see that light bulb go off and you know you’ve helped someone see STEM in a different way.

of what one initiative you are most proud? At duPont, we have been a supportive of educa-tion and the evolution of education as new meth-ods and content are developed since our founding in 1802. Today i’m proud of what we do for stu-dents and how we help teachers teach through inquiry based curriculum, seminars and learning experiences. i am proud of the Changing the Con-versation report with the national Academy of Engineering. Every year, hundreds of millions of dol-lars are spend in the United States to improve the public understanding of engineering. despite these efforts, research shows that K-12 teachers and stu-dents generally have a poor understanding of what engineers do. Changing the Conversation seeks to create a better understanding of the power of engi-neering. Engineers are the partners of scientists. They take experiments from the labs to the marketplace. i love the work we do at duPont, and i believe that we have a history of improving people’s lives. if you are someone who is a problem solver, then a career in science is for you. Solvers have such a critical role in the work we do globally. And solvers started as kids with interests in science, technology, engineer-ing and math. n

Ellen Kullman, 57, is chair of the board and chief executive officer of duPont. She is the 19th executive to lead the company in more than 208 years of duPont history.

As CEO, Ellen has championed market-driven science to drive innovation across the compa-ny’s businesses. Under her leadership, decision-making has moved closer to customers around the world, resulting in greater partnering, collab-oration, and solutions attuned to local needs.

A native of Wilmington, del., Ellen began her career at duPont in 1988 as a marketing manager. She served as business director for several businesses including White Pigment & Mineral Products where she became vice president and general manager in 1995. She assumed leadership of two high-growth busi-nesses, duPont Safety Resources in 1998 and Bio-Based Materials in 1999. She was named group vice president - duPont Safety & Pro-tection in 2002. in 2006, she was named exec-utive vice president with responsibility for three business platforms and several func-

tions including Marketing & Sales. in 2008, she was tapped to lead the company’s focus on growth in emerging international markets.

She is a member of the U.S.-india CEO Forum, the Business Council, and the executive com-mittee of SCi-America. She is co-chair of the national Academy of Engineering Commit-tee on Changing the Conversation: From Research to Action.

Ellen is on the board of trustees of Tufts University and serves on the board of overseers at Tufts University School of Engineering. She is a board member of Change the Equation, a national coalition of industry leaders who have pledged to foster widespread literacy in science, tech-nology, engineering and mathematics (STEM) that sparks an innovative spirit in students and prepares them for postsecondary options.

Prior to joining duPont, Ellen worked for Gen-eral Electric. She holds a bachelor of science degree in mechanical engineering from Tufts University and a masters degree in manage-ment from northwestern University.

Ellen KullmanChairman & Chief Executive Officer DuPont

duPont is a science company committed to using innova-tion to solve for the world’s greatest challenges through the spirit of inclusive innovation. The company launched its com-mitment to science research and science education in 1918, becoming the first corporation to award scholarships and fellowships to chemists at 48 colleges and universities in the United States. Today, duPont continues to forge partnerships with universities and government laboratories worldwide and invests in science education programs to ensure science lit-eracy, workforce preparation and business and community sustainability.

“…it is fun when you see that light bulb go off and you know you’ve helped someone see STEM in a different way.”


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anyWhy do you believe that STEM Education/workforce

development are critical to our nation’s future?We live in a globally integrated, knowledge-based economy, and the most important ingredient for prosperity is innovation. Key to our ability to innovate is significantly improving student achievement in math and science. Our current performance relative to other nations must be a call to action: compara-tive data suggest that the US is only in the middle of the pack. We must do better or the economic head-winds our country faces will only intensify.

How do you believe STEM education can improve a nation’s competitiveness?innovation will drive our economy in the 21st century, and we will need a workforce and society at large prepared to help our country realize the opportuni-ties before us. This starts with education. Basic com-prehension of math and science is essential so that young people have an opportunity to participate at any level in the high-tech economy of the future. Further, as the technology sector grows and the baby boom generation retires, we’ll need a large cohort of people with basic scientific skills to fill in behind their parents and grandparents.

This is not just about improving K-12 education to have more students ready for a 4-year college STEM degree, but also working to ensure that young peo-ple have access to high-quality vocational training as another avenue for participation in the modern economy we must continue to build.

if we don’t step up to meet these challenges, we’ll have key shortages in important fields, providing a drag on economic growth and our nation’s com-petitiveness.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities? All adults, especially teachers, parents, and men-tors, must foster excitement in young children about the wonders of science. All kids are naturally curi-ous, and we should encourage them to explore and ask big questions. And, no one should be excluded. Minorities, girls, kids of all backgrounds, can learn and excel in math and science, and we must iden-tify and eliminate any barriers that discourage them from studying these wondrous subjects. We can’t wait until kids are in high school to do this. We must start earlier, and that has guided much of our think-ing on STEM related programming.

What STEM initiative that your company has sup-ported are you most proud?in our home state of indiana, lilly has been a lead partner in strengthening science education for younger kids (K-8) through the indiana Science ini-tiative (iSi). iSi is based on research supporting the benefits of inquiry-based instruction, which allows students to explore and problem solve to develop deep knowledge and understanding of concepts. in the classroom, students are engaged and excited as they work on science explorations independently and in collaboration with their peers.

Results of an early iSi pilot were positive and now some 120 K-8 schools representing over 1,900 teach-ers and over 60,000 students are signed up to par-ticipate in iSi over the next six years. K-8 teachers will participate in professional development that will train them to provide science instruction using research-based instructional materials enhanced with literacy education. Schools participating in iSi will continue to receive support for professional development, science kit materials management, assessment, and community advocacy. lastly, teachers and students will participate in an evalu-ation study that will document the impact of iSi. We are hopeful that the results will drive greater invest-ment and replication.

lilly is also supporting the iSi by providing employ-ees to serve as “science coaches.” These skill-based volunteers assist teachers in the hands-on learning essential to the iSi. in the 2012/13 school year, lilly deployed 140 science coaches into indiana class-rooms.

What counsel would you provide around “collabo-ration to achieve success” in STEM Education and workforce? in general, we believe what is needed is a collective effort to develop new generations of Americans who are scientifically and mathematically literate out of which we can inspire and train some to become our future scientists and engineers. This will require effec-tive interventions on a number of levels. This work will go beyond the scope of any one organization, so effective collaborations are, by definition, essential. in my judgment, the main thing is to ensure that the collaborations are relentlessly focused on driving measurable results, and that they align resources and advocacy efforts behind what is working. n

John C. lechleiter, Ph.d., has served as president and chief executive officer of Eli lilly and Com-pany since April 1, 2008. He became chairman of the board of directors on January 1, 2009.

lechleiter joined lilly in 1979 as an organic chem-ist in process research and development and became head of that department in 1982. in 1984, he began serving as director of pharmaceutical product development for the lilly Research Cen-tre limited in Windlesham, England.

He returned to the United States in 1986 as man-ager of research and development projects for Europe. in 1988, he became director of develop-ment projects management, and he assumed additional responsibility for pharmaceutical reg-ulatory affairs the following year. in 1991, lechleiter was named executive director of pharmaceuti-cal product development, and he became vice president in 1993. He was appointed vice presi-dent of regulatory affairs in 1994, was named vice president for development and regulatory affairs in 1996, and became senior vice president of pharmaceutical products in 1998.

in 2001, lechleiter was appointed executive vice president for pharmaceutical products and corporate development. in 2004, he became lilly’s executive vice president for pharmaceutical operations. And in 2005, he was named president and chief operating officer and joined the board of directors.

lechleiter received a bachelor of science degree in chemistry from Xavier University in 1975. He subsequently studied organic chem-istry as a national Science Foundation Fellow at Harvard University, where he received his master’s and doctorate degrees in 1980.

lechleiter is a member of the American Chemical Society and Business Roundtable. He serves as chairman of the Pharmaceuti-cal Research and Manufacturers of America (PhRMA), as president of the international Federation of Pharmaceutical Manufacturers & Associations (iFPMA), and on the boards of United Way Worldwide, Xavier University, and the life Sciences Foundation.

John C. lechleiter, Ph.d.President and Chief Executive Officer Eli Lilly and Company

Eli lilly and Company has been in business since 1876. The global, research-based company was founded by Colonel Eli lilly—a pharmaceutical chemist and a veteran of the U.S. Civil War—in indianapolis, indiana.

For well more than a century, lilly employees have worked to discover and develop important medical breakthroughs.

To continue to innovate, it’s imperative to improve student per-formance in math and science. in indiana, lilly has been a leader in strengthening science education for K-8 students through the indiana Science initiative. Approximately 120 schools— representing over 1,900 teachers and over 60,00 students are signed up to participate in this initiative over the next six years.

lilly has also deployed 140 employees to serve as “science coaches” in the 2012/13 school year.


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LLPBeyond Standards, what are the first steps we should

take to curb the STEM education crisis?The STEM concentrations are those that emphasize analytical thinking. We need to support analytical thinking and its tie to economic growth through-out a robust K-12 curriculum, but we need to also strengthen the connection between classroom learning and the outside world. Volunteer engage-ment in our schools can make a huge difference. Every year, thousands of business people volunteer their time through not-for-profits like Junior Achieve-ment and the network for Teaching Entrepreneur-ship, and by doing so, encourage students to build skills and embrace learning. We can also strengthen post-secondary STEM learning through the commu-nity college and university systems by supporting scholarships, internships, mentorships and auxiliary/support learning in those areas.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?Role models and mentors play an important role in encouraging women and under-represented minori-ties to continue their study of STEM subjects. This starts at young age; Cyberchase, the Emmy® award-win-ning PBS television series, helps build the math and problem-solving skills of children ages 8-11 and was specifically designed to engage girls and minorities. Ernst & Young professionals bring the Cyberchase concepts to life when they visit after-school pro-grams and lead hands-on learning activities our US firm co-developed with the PBS. At the high school level, mentors, like those in our Ernst & Young College MAP (Mentoring for Access and Persistence) pro-gram offer exposure to career opportunities in STEM fields and serve as role models.

How has your corporation coordinated investments in education with future workforce needs?The Ernst & Young Foundation’s Academic Resource Center (ARC) has provided free university teaching materials for all collegiate level professors in topical areas that are important to public and private sec-tors. By bringing together academics and profes-sionals to co-develop free, state-of-the-art curricula in topics important to the workforce but, perhaps unfamiliar to academics, we can help ensure gradu-ates are as prepared as possible for the increasingly complex world they are entered.

Another area where we have made a coordi-nated investment is our support for college access for disadvantaged youth, including our College MAP (Mentoring for Access and Persistence) pro-gram. Today, 30% of students in the bottom quartile of incomes enroll in a four-year school and among that group, fewer than half graduate. Helping these young people apply to college and prepare for success is critical to filling the current skills gap.

What is your advice on using private-public part-nerships to tackle our most pressing education challenges in STEM?Our experience is that when each partner tackles the piece where it has a competitive advantage, the outcomes are more robust and participants are more satisfied. The corporate sector brings profes-sionals with deep technical skills and volunteers with passion and energy; we also have the most recent market intelligence because that is where we spend our time. Universities have advantages with peda-gogy and in understanding what students need in theory to get the most from their professional experi-ences. And government has the ability to set stan-dards and the channels—through the millions of public schools across the US—to drive change on a large scale Understanding the demands on the time and pressures on all parties helps to make effi-cient and effective timelines and outcomes.

How is your company connecting diversity initia-tives with STEM initiatives? Is this a part of your comprehensive strategy?One strong point of connection between our STEM initiatives and our commitment to diversity is our inclusiveness recruiting strategy. We work very hard to build awareness of the profession and opportuni-ties in stem. We fund High School Programs through-out the US where diverse students attend college for a week to learn about accounting careers. Through the EY launch internship program we’re able to encourage talented minority college students to pursue STEM careers by introducing them to the diverse opportunities available to them at Ernst & Young as early as the summer following freshman year. More than 210 students will serve as launch interns this year. n

Stephen R. Howe, Jr. is Americas Managing Partner of Ernst & Young and Managing Part-ner of the U.S. Firm, Ernst & Young llP. Steve is a member of the Americas Executive Board and Global Executive Board. He has been with the firm for over 30 years. Steve has served as audit partner for numerous global financial institution clients and as senior advisory part-ner on many of the firm’s largest clients. Steve was previously Managing Partner of one of the firm’s largest business units, the Financial Services Office, for six years before becom-ing Managing Partner for the U.S. and Ameri-cas. in the Americas, Ernst & Young operates in 30 countries through 11 geographic busi-ness units; all of them report to Steve. Steve also represents Ernst & Young in the Americas

in maintaining regulatory relationships and as Executive Sponsor for inclusiveness. He regu-larly visits college campuses throughout the US, speaking to students about the profession.

Steve graduated from Colgate University with a BA in Mathematical Economics and from the Stern School at new York University with an MBA in Accounting and Finance. Steve is a member of the Board of Trustees of Carn-egie Hall, the Board of Trustees of Colgate University, the Board of Trustees of the Finan-cial Accounting Foundation, the Board of the Partnership for new York City and the Board of Governors of the Center for Audit Quality.

Stephen R. Howe, Jr.Americas Managing Partner Ernst & Young LLP

Ernst & Young is a global leader in assurance, tax, transaction and advisory services. Worldwide, our 167,000 people are united by our shared values and commitment to quality. We make a difference by helping our people, clients, and our wider com-munities achieve their potential. As an organization that bases our business on sharp analytical skills, we offer diverse career opportunities to STEM-educated professionals. in 2013, we will hire more than 10,000 people from campus and industry, many with degrees in accounting, engineering, finance, mathematics and technology. in addition, our organization has a strong com-mitment to STEM education. Our Academic Resource Center develops time-critical learning materials for university faculty. Many of our corporate responsibility initiatives aim to strengthen education and build STEM skills. For example, we are a sponsor of Cyberchase, the PBS award-wining series that teaches math and problem-solving. Our professionals bring those lessons to life through the Cyberchase Volunteer Program.


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Every day, millions of American families count on Express Scripts to provide the prescription drugs they need to stay healthy and live better. We have worked hard to earn the privilege to play such an important role in American healthcare and we take our responsibility seriously.

We continually work to improve healthcare, helping people make better decisions and achieve health-ier outcomes. There’s no doubt that having a rich understanding of science, technology, engineering and mathematics (STEM) is a central component to how we make the use of prescription drugs safer and more affordable.

At its core, Express Scripts is a technology company that applies science and engineering to health-care’s challenges. We have built an innovative cul-ture led by those who can evaluate the challenging healthcare landscape, find opportunities to improve patient care and then discover, develop and deploy novel solutions to our clients—the companies, health plans, unions and government agencies that pro-vide pharmacy benefits to more than 100 million Americans.

We significantly invest time and money to ensure that science, technology, engineering and mathemat-ics are not only core competencies of our current employee population, but that the future leaders of our company are also well skilled in these important areas of study.

With thousands of pharmacists, nurses and medical professionals, our deep clinical specialization helps us to identify gaps in care for patients. This scientific and medical expertise goes even further, allowing us to appropriately intervene, become trusted advisors to physicians and make a real difference in the lives of millions of people. Clinical rigor is our calling card. We are constantly evaluating prescription drugs to make sure people get the most cost-effective treat-ment possible. in addition, we are pioneers in the application of behavioral science to healthcare, making the healthiest decisions the easiest decisions.

Technology, in all forms, drives our solutions and increases the safe use of prescription drugs. With robust investments in information technology and leveraging the expertise of thousands of engineers and iT professionals, we made the delivery of pre-scription drugs safer than ever. For example, from our home delivery pharmacy, we have a 99.99% accuracy rate. Our efforts eliminate nearly 2 million prescription errors from occurring each year. We also use actionable data from the 1.4 billion pre-scriptions we manage each year to identify trends, predict which patients may become nonadherent to their therapy and schedule appropriate inter-ventions to get them back on track as we reduce waste, lower costs and improve patient outcomes across healthcare.

At Express Scripts, STEM is shorthand for what has made us successful over the past 25 years. To grow in the future and help clients and patients navigate through an ever more complicated healthcare landscape, we need a workforce that is not just flu-ent in STEM, but is world-class in each specific com-ponent of STEM. From our pharmacy, to our facilities to our research scientists, each person at Express Scripts represents at least one aspect of STEM and most represent all of them. it’s a responsibility we all take personally.

We are proud to partner with organizations and fund efforts to expand STEM education. like any company, we look to the return on investment with every capital allocation we make. By investing in human capital, STEM education and the workforce of tomorrow, the return on investment is clear and will ultimately create leaders who apply their skills to making healthcare better for everyone.

improving healthcare is a mission that appears straightforward enough, but the process is complex and the collective commitment to STEM from pri-vate industry and government is non-negotiable. We know healthcare will continue change and we understand what is critical to make sure every American has access to the prescription drugs they need to live a better life. investing in STEM today ensures that we can be successful tomorrow. n

George Paz drives Express Scripts’ strategic direction to ensure alignment with clients to deliver better, more cost-effective health out-comes for millions of people. George joined Express Scripts in 1998 as senior vice presi-dent and chief financial officer and became president in 2003. in 2005 he was named chief executive officer and the following year was

elected chairman of the board. He currently serves as a member of the board of direc-tors for Honeywell, inc. George holds a bach-elor’s degree in business administration and accounting from the University of Missouri - St. louis and is a member of the American insti-tute of Certified Public Accountants.

George PazChairman and Chief Executive Officer Express Scripts

As America’s leading pharmacy benefit manager, Express Scripts manages more than a billion prescriptions each year for tens of millions of patients. On behalf of our clients— employers, health plans, unions and government health programs—we make the use of prescription drugs safer and more affordable. Express Scripts uniquely combines three ca-pabilities—behavioral sciences, clinical specialization and actionable data—to create Health decision Science, our in-novative approach to help individuals make the best drug choices, pharmacy choices and health choices. Better deci-sions mean healthier outcomes.

investing in STEM Today to improve Healthcare

“By investing in human capital, STEM education and the workforce of tomorrow, the return on investment is clear…”


Why do you believe STEM Education/workforce development are critical to our nation’s future? ExxonMobil’s success as a U.S. company in a global economy depends on the quality and ingenuity of our workforce, and we are certainly not alone. Unfor-tunately, if the next generation of U.S. workers lacks the skills to solve the problems of the future, it’s not just U.S. leadership in energy that’s at risk—it’s also our leadership in medicine, research, technology and other pillars of the American economy. For the United States to remain competitive globally, we must ensure all children, no matter where they live, are provided the best education possible and are prepared for work or college when they finish high school.

How do you believe STEM education can improve a nation’s competitiveness? The evidence is clear: 60 percent of new jobs this century will require math and science skills, but only 20 percent of the workforce have these skills today. in 2009, the Program for international Student Assess-ment ranked U.S. students 17th in the world in sci-ence and 25th in math. Our nation’s students must be prepared to compete in a 21st century global economy to ensure American innovation and a robust economy.

Beyond Standards, what are the first steps we should take to curb the STEM education crisis? Students won’t excel without great teachers to chal-lenge and prepare them for college and career success. A critical component in raising the bar on math and science education is providing high-qual-ity professional development for current teachers, as well as recruiting and preparing a new corps of motivated and gifted math and science teachers. The ExxonMobil-supported national Math and Sci-ence initiative (nMSi) has trained more than 60,000

teachers across the country through its AP program. nMSi’s hallmark teacher preparation program at the university level, UTeach, is working to build the qual-ity of our future teacher corps, and it is estimated that nearly 4 million students will learn from UTeach teachers by the year 2020.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?Access to science, technology, engineering and mathematics education must be made widely available, particularly to women and minorities in the United States. it’s also critical that we shift soci-etal perception about who can be a STEM leader. ExxonMobil continues to support the Hispanic Heri-tage Foundation, United negro College Fund, Amer-ican indian College Fund, national Society of Black Engineers, Society of Women Engineers, Society of Hispanic Professional Engineers and the national Action Council for Minorities in Engineering.

What counsel would you provide around “collabo-ration to achieve success” in STEM Education and work force?Collaboration is critical on two levels: among the organizations working toward a common mission, and among the businesses, teachers and parents who are building a collective movement to take action against America’s declining standards. At its core, ExxonMobil is a company of problem solvers, but no one organization or company can address this issue alone. it requires a collective effort, and we are proud to play our part by partnering with lead-ers in the field and advancing programs that make a difference. As a result, we have helped impact tens of thousands of students, teachers and class-rooms across the country. n

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A native of Wichita Falls, Texas, Rex Tillerson earned a Bachelor of Science degree in civil engineering at the University of Texas at Austin before joining Exxon Company, U.S.A. (EUSA) in 1975 as a production engineer.

in 1989, he became general manager of EUSA’s central production division, respon-sible for oil and gas production operations throughout a large portion of Texas, Okla-homa, Arkansas and Kansas.

in 1992, Mr. Tillerson was named production advisor to Exxon Corporation. Three years later he was named president of Exxon Yemen inc. and Esso Exploration and Production Khorat inc., and in January 1998, became vice president of Exxon Ventures (CiS) inc. and president of Exxon neftegas limited. in those roles, he was respon-sible for Exxon’s holdings in Russia and the Cas-pian Sea as well as the Sakhalin-i consortium operations offshore Sakhalin island, Russia.

in december 1999, he became executive vice president of ExxonMobil development Company. Mr. Tillerson was named senior

vice president of Exxon Mobil Corporation in August 2001, and was elected president of the corporation and member of the board of directors on March 1, 2004. He assumed his current position on January 1, 2006.

Mr. Tillerson is a member of the executive com-mittee and is a former chairman of the Ameri-can Petroleum institute. He is also a trustee of the Center for Strategic and international Stud-ies. He is a member of the national Petroleum Council, chairman of the Business Roundtable’s Education and Workforce Committee, an hon-orary trustee of the Business Council for inter-national Understanding, and a member of the Emergency Committee for American Trade.

Mr. Tillerson is the vice-chairman of the Ford’s Theatre Society, immediate past national president of the Boy Scouts of America, and a former director of the United negro College Fund. He is also a member of the Chancellor’s Council and the Engineering Advisory Board for the University of Texas at Austin and the Society of Petroleum Engineers.

Rex TillersonChairman and Chief Executive Officer ExxonMobil

ExxonMobil has been a long-time advocate and supporter for quality math and science education. it supports programs that strengthen the STEM teacher workforce, rejuvenate STEM learning in the classroom and bolster academic standards. ExxonMobil was a founding sponsor of the national Math and Science initiative (nMSi) with a $125 million commitment, in addition to partnering with the Mickelson ExxonMobil Teach-ers Academy and Sally Ride Science Academy. it invested more than $116 million in education efforts globally in 2012, with $40 million focused on advancing math and science ed-ucation in the United States.

“Access to science, technology, engineering and mathematics education must be made widely available, particularly to women and minorities in the United States.”


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kHow do you believe STEM education can improve a nation’s competitiveness?in the last century, the economy was mostly driven by natural resources and manual labor. The econ-omy of the future will be driven by knowledge and ideas. Science, technology, engineering and math are going to be really important for everyone in this future, so we continue having great new companies and products that create more jobs and growth. But i also think technology gives us this amazing chance to solve fundamental problems that we’re facing as a society and affect people’s lives every day. Get-ting the right skills and training will help us solve these challenges and improve things for everyone.

What area of STEM are you most passionate about?Because of my education, i was able to build a com-pany at an early age, and today i get to work with amazing people every day. STEM education is a way of empowering people, and making sure that every-one gets a chance to share the opportunities today.

What do we need in the US to continue to be at the

top of global innovation?immigration reform is an important first step. Earlier this year i started teaching a class on entrepreneur-ship at a middle school in my community. The kids in my class were really smart and hardworking, and they should be a part of our future. But the current system blocks them—some students thought going to col-lege or even high school was impossible because of their legal status. if we want to build an economy for the future, we should help these kids reach their full potential. They are tomorrow’s leaders.

How is your company connecting diversity initia-tives with STEM initiatives? Facebook works with a number of organizations to encourage more women to stay in STEM—we do events with Girl Geeks and Girls in Tech, and we also offer scholarships every year for female college students to attend the Grace Hopper conference. We’ve also taken part in the State department’s TechWomen initiative, mentoring students from Jor-dan, Egypt and Morocco. n

Mark is the Founder, Chairman and CEO of Facebook, which he founded in 2004. Mark is responsible for setting the overall direction and product strategy for the company. He leads the design of Facebook’s service and

development of its core technology and infrastructure. Mark studied computer sci-ence at Harvard University before moving the company to Palo Alto, California

Mark ZuckerbergFounder, Chairman and Chief Executive Officer Facebook

Founded in 2004, Facebook’s mission is to give people the power to share and make the world more open and con-nected. People use Facebook to stay connected with friends and family, to discover what’s going on in the world, and to share and express what matters to them.

“…some students thought going to college or even high school was impossible because of their legal status. if we want to build an economy for the future, we should help these kids reach their full potential. They are tomorrow’s leaders."


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nation’s competitiveness?Ford Motor Company understands that our nation’s global competitiveness depends on the ability of our educational systems to prepare a 21st century work-force that is able to innovate, creating new products and services that meet global customer needs and make the world a better place. it is clear that main-taining our productivity as a country depends in large part on developing scientists, engineers, entre-preneurs, technical specialists and other profession-als with the relevant skills necessary to innovate and compete on a global stage. We are fighting for the soul of American manufacturing! Manufacturing is vital to the future of our country because it is part of the solution to economic growth, energy indepen-dence and environmental sustainability. Our abil-ity to serve customers with a full family of vehicles delivering the very best quality, fuel efficiency, safety and value depends on a skilled and motivated team dedicated to continuous improvement.

What do corporations need to do to create more STEM careers and fill existing jobs? Our One Ford plan is working and we are profit-ably growing in the U.S. Our aggressive pace of new vehicle introductions has led to the ongoing hiring of 2,200 salaried workers in such key areas as product development, manufacturing and iT in the U.S. this year. Continued investment in R&d is a primary driver of competitiveness and creating STEM jobs. We sup-port STEM-related student teams and research proj-ects from elementary to postgraduate schools to aid in the development of a skilled and motivated work-force for the automotive industry.

What are the STEM initiatives that your company has supported that have made you most proud? • Ford next Generation learning (Ford nGl)

mobilizes educators, employers and commu-nity leaders to develop a new generation who will graduate career-ready. Ford nGl improves teaching and learning, promotes the develop-ment of career- and interest-themed high schools to better serve students, and aligns business and civic engagement in education to improve stu-dent and workforce outcomes.

• Ford Partnership for Advanced Studies (Ford PAS) is an innovative high school curriculum that engages students in high-demand fields such as engineering, alternative energy and business, providing students with the critical skills they need to succeed in college and the workplace. This program currently reaches more than 100,000 students in 27 states.

• Ford has replicated its award-winning small high school model to create a network of four Henry Ford Academies in dearborn, detroit, San Anto-

nio and Chicago. Students at these schools ben-efit from the new HFA Model Curriculum, which is thought to be the first in the nation to focus explicitly on innovation and creativity.

• Ford Blue Oval Scholars is a national web-based initiative that links the hundreds of winners of Ford scholarships awarded each year together with each other and Ford via an online portal. The ini-tiative also sponsors an annual Heart Behind the Oval scholarship contest that rewards students making a difference in their communities.

• The Ford College Community Challenge (Ford C3) challenges Ford’s national college partners to work with their local communities to create innovative, student-led proposals that utilize the school’s resources to address a social need in the local community. Proposals must address the issue of alternative energy and its role in building a sustainable community. Five winning proposals are selected each year and provided with fund-ing to implement their community project.

• Ford Community Corps is a network of colleges and universities that work with Ford to create new service learning initiatives—Ford Commu-nity Corps programs—that recognize scholastic achievement while encouraging service to the community. Ford Community Corps programs seek to match student know-how with specific non-profit needs. As a part of the program, col-lege students, or teams of students, are con-nected to work-related projects created by local non-profit organizations.

What do we need in the U .S . to continue to be at the top of global innovation? We need to develop more STEM talent within the U.S. and also attract the best and brightest STEM talent globally to employment in the U.S. and with U.S. companies. We need to continue to grow our collaborative R&d with universities working together at the technology frontier. Finally, we need globally competitive tax policies that will position U.S. busi-nesses to continue to innovate by investing in R&d.

What counsel would you provide around “collabo-ration to achieve success” in STEM education and workforce? The most important thing is that we work together in partnership with leaders in education, government and business. For our current workforce, continued up-skilling is critical to maintaining our competitive performance. Existing federal training programs should be flexible, work closely with States, and pri-oritize incumbent worker training. Together we can create great jobs and careers and ensure the future of American manufacturing! n

Alan Mulally is president and CEO of Ford Motor Company, and a member of the com-pany’s Board of directors.

Prior to joining Ford in September 2006, Mulally served as executive vice president of The Boeing Company, and president and CEO of Boeing Commercial Airplanes. Mulally joined Boeing in 1969 and progressed through a number of significant engineering and pro-gram-management assignments, including contributions on the 727, 737, 747, 757 and 767 airplanes and serving as vice president and general manager of the 777 program.

Throughout his career, Mulally has been rec-ognized for his contributions and industry leadership, including being named “Business-person of the Year” by the readers of For-tune magazine, “industry leader of the Year” by Automotive news magazine, one of “The World’s Most influential People” by TiME mag-azine and “Person of the Year” by Aviation Week magazine.

Mulally serves on the President’s Export Coun-cil, formed in 2010 to advise President Obama on ways to encourage companies to increase exports. He previously served as co-chairman of the Washington Competitiveness Coun-cil, and sat on the advisory boards of nASA, the University of Washington, the University of Kansas, Massachusetts institute of Technol-ogy and the U.S. Air Force Scientific Advisory Board. He is a member of the United States national Academy of Engineering and a fel-low of England’s Royal Academy of Engineer-ing. He also served as a past president of the American institute of Aeronautics and Astro-nautics (AiAA) and is a former president of its Foundation. Additionally, Mulally served as a past chairman of the Board of Governors of the Aerospace industries Association.

Mulally holds Bachelor and Master of Science degrees in aeronautical and astronautical engineering from the University of Kansas, and earned a master’s in management from the Massachusetts institute of Technology as a 1982 Alfred P. Sloan fellow.

Alan MulallyPresident and Chief Executive Officer Ford Motor Company

Our One Ford plan centers on serving customers in all mar-kets with a full family of vehicles—small, medium and large; cars, utilities and trucks—that offer the best quality, fuel effi-ciency, safety, smart design and value. Our aggressive pace of new vehicle introductions has created a need for our larg-est U.S. hiring of salaried workers in more than a decade. We are proud to be adding 2,200 salaried workers in such key areas as product development, manufacturing and iT in the U.S. this year.

Ford has been a long-time supporter of STEM initiatives rele-vant to the automotive industry, from high school FiRST robot-ics teams to university solar car and electric vehicle teams. in particular, Ford next Generation learning is nationally recog-nized for engaging school districts, employers, workforce and economic development entities, and local organizations in the development of career-themed academies within exist-ing public high schools.


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development is critical to our nation’s future? Many research studies have shown most of the fast-est-growing occupations will require at least some background in STEM. Based on current data trends, the number of college and career ready graduates in STEM fields will not meet demand created for STEM jobs in the nation’s workforce. in addition, research demonstrates that on average STEM jobs yield 75% higher average annual salary compared to non-STEM jobs. This means that for the U.S. economy to thrive, it must prepare a qualified workforce.

How can we can we do a better job to strategically coordinate all those engaged in STEM across the company? Freeport-McMoRan brings key operational and tech-nical leaders to the table with our human resources and community development teams to build a strat-egy for engagement and investment with schools and other STEM education partners. This approach has allowed us to gain a more comprehensive understanding of our internal workforce needs and challenges, and created the basis to align our edu-cational investments and outreach activities. One result of this effort has been the creation of a new approach that we call the “U-Team” program which identifies representatives from all relevant depart-ments together to form teams, one assigned to each of our partner universities, to strategically engage with faculty and students related to STEM workforce needs.

How has your corporation coordinated investments in education with future workforce needs? Freeport-McMoRan takes a strategic approach to investing in STEM education, placing an emphasis on programs and initiatives that help students acquire the skills necessary for success in a global, knowl-edge-based economy and society. The programs we support are designed or selected for their ability to increase student interest, improve teaching abil-ity and confidence in subject matter, and improve student achievement and outcomes in STEM dis-ciplines. Our goal is to inspire students to pursue post-secondary degrees or trade and technical cer-tifications—and ultimately careers—in mining and other STEM related industries. We have also found value in coordinating our educational investments through statewide and national collaborations or collective impact initiatives that work to set a com-mon agenda among all involved, such as Science Foundation Arizona’s STEM network, 100Kin10, and Change the Equation.

What is the key to smart STEM investments?We believe supporting collective impact or collab-orative investment opportunities such as 100Kin10, Science Foundation Arizona’s STEM network and Change the Equation allow for the most informed and impactful investing, and are key to smart STEM investments. instead of investing in STEM education in isolated ways, supporting these efforts to coor-dinate and convene all types of partners address the needs in STEM education—working together toward the shared objectives of all partners, and helping to connect schools and students with the particular resources they need to improve perfor-mance. These organizations and initiatives have also made evaluation and impact analysis central to their work, which allows financial supporters to make knowledgeable investments in the programs that have demonstrated the best results and/or the best potential.

What is the STEM initiative that your company has supported are you most proud?There are many organizations in this arena that have demonstrated a deep and strategic commit-ment to improving STEM education and student out-comes who we are proud to call our partners. One partnership that we believe brings so many of the best, most capable partners together is 100Kin10, a multi-sector effort to prepare, deploy and support 100,000 excellent STEM teachers in the United States over the next 10 years.

in 2011, we pledged to invest $1.5 million over three years to support STEM teacher development pro-grams in Arizona, Colorado and new Mexico, the states where our mining operations are located. Partners across the country in nearly all states include school districts, institutes of higher educa-tion, nonprofit organizations, museums and others.

How is your company connecting diversity initia-tives with STEM initiatives? Is this a part of your comprehensive strategy?Freeport-McMoRan has a sustainability target to increase the percentage of women in our workforce, including representation in managerial roles, to 15%. An important element of our STEM strategy includes increasing opportunities for girls, women and minori-ties by increasing their interest in STEM disciplines, facilitating their success in learning and mastering STEM concepts, and training them for specific job opportunities within our industry. n

Richard C. Adkerson is President and Chief Executive Officer and a director of Freeport-McMoRan Copper & Gold inc.

He graduated from Mississippi State University with a BS degree with highest honors and an MBA degree. in 2010, he received an Hon-orary doctor of Science degree from Missis-sippi State. He also completed the Advanced Management Program of the Harvard Busi-ness School in 1988. Prior to joining Free-port-McMoRan in 1989, he was Partner and Managing director in Arthur Andersen & Co. where he headed the Firm’s Worldwide Oil and Gas industry Practice. From 1976 to 1978, he was a Professional Accounting Fellow with the Securities and Exchange.

Mr. Adkerson is past Chairman of the inter-national Council on Mining and Metals. He is a member of the Council on Foreign Relations, The Business Council and the Busi-ness Roundtable. He serves on the Advisory

Council of the Kissinger institute on China and the United States and as a member of the Clinton Global initiative. He serves on the Board of directors of the Arizona Commerce Authority, Greater Phoenix leadership, the Greater Phoenix Economic Council and the dean’s Council of 100 for the Arizona State University W. P. Carey School of Business. He is a member of the Mississippi State University Foundation Board of directors and served as its President, chaired its “State of the Future” capital campaign, serves on the University’s Advisory Board for the College of Business and was named national Alumnus of the Year of Mississippi State University in 2011. He was inducted into the American Mining Hall of Fame in 2010, received The American insti-tute of Mining, Metallurgical and Petroleum Engineers Charles F. Rand Memorial Award in 2011 and named Executive of the Year by the W. P. Carey School of Business dean’s Council at Arizona State University in 2011.

Richard C. AdkersonPresident and Chief Executive Officer Freeport-McMoRan Copper & Gold Inc .

Freeport-McMoRan Copper & Gold inc. (FCX) is a leading in-ternational mining company with headquarters in Phoenix, Arizona. FCX operates large, long-lived, geographically di-verse assets with significant proven and probable reserves of copper, gold and molybdenum. FCX has a dynamic portfolio of operating, expansion and growth projects in the copper industry and is the world’s largest producer of molybdenum.

FCX’s portfolio of assets includes the Grasberg minerals district in indonesia, one of the world’s largest copper and gold de-posits; significant mining operations in the Americas, includ-ing the large-scale Morenci minerals district in north America and the Cerro Verde and El Abra operations in South Amer-ica; and the Tenke Fungurume minerals district in the demo-cratic Republic of Congo.


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rWhy do you believe STEM Education/workforce development is critical to our nation’s future? We live in a technology-driven world. Virtually every aspect of our lives can be made safer and more pro-ductive through the benefits of modern electronics. The future of our global economy is based in large part on engineering and applied technology. Ameri-can industries, however, are at risk due to a shortage of engineering talent and expertise. not enough American students are gravitating to engineering and technology fields. We must entice more students to study in the STEM fields that will drive tomorrow’s economy.

What do corporations need to do to create more STEM careers and fill existing jobs? The demand for engineers and scientists could well outweigh the supply in the future. An active partner-ship between business and the educational system is required to create and nurture the workforce of the future. As a corporation with a vested interest in an employee base with advanced engineering skills, Freescale believes that STEM educational efforts are critical to engaging and encouraging students to pursue STEM careers.

We need to be better advocates for our profession. Many new entrants into the workforce are looking for something more than job security and economic gain. They are looking for careers that have a posi-tive effect on humanity and the environment, and we need to communicate to students at an early age that STEM careers play a significant role in develop-ing innovative solutions for global challenges such as food shortages, water supply and greenhouse gas emissions.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?The fact that seven of the top 10 highest paid college degrees are in engineering and technology-related fields will become a good catalyst for change. As an industry, we must challenge gender bias in STEM

education at the earliest age groups possible and encourage more women to pursue careers in engi-neering and science. That begins with educat-ing the educators and making sure that they are advocating STEM careers to all students. We need to provide mentors and role models who support and encourage them, and we need to partner with organizations like GirlStart that have elemen-tary and middle school-level programs that target future engineers. At Freescale, we are supporters of the Society of Women Engineers, and we actively recruit on campuses that have a strong percentage of female engineering students.

We have found that diverse teams do a better job of solving problems, and fresh perspectives emerge. The result is a stronger organization that produces innovative services and products and strong busi-ness results. The potential of science and technol-ogy has been seriously undermined due to an under-representation of minorities and women. A lack of role models is certainly a critical factor, and we are actively pursuing programs that will correct that imbalance.

What principles do you apply to your professional and personal life to advance STEM education?Professionally, i am an engineer as well as a CEO. When i am speaking publicly to students, i try to make the point that 20 percent of Fortune 500 CEOs have a degree in engineering. Engineers are often the leaders of start-up companies, and we are see-ing technology as a key driver of our economy in virtually every sector.

As i approach my first anniversary as Freescale CEO, we are making STEM initiatives the keystone of our community relations program. We have a strong legacy in university support programs that provide engineering students additional insight and access to our product technology platforms, but we need to do a better job of making younger students more interested, empowering them and showing them how they can make a difference in the world. n

Gregg lowe was appointed president and CEO of Freescale Semiconductor, effective June 2012. He joined Freescale from Texas instruments, where he was senior vice presi-dent, Analog.

Gregg joined Ti’s field sales organization in 1984, with responsibility for growing the com-pany’s business with automobile manufac-turers. in the early ‘90s, he led Ti’s European automotive sales force, managing teams and customer relationships in France, Germany, italy, England and Spain.

in the mid ‘90s, Gregg managed Ti’s Micro-controller organization. later, he led the Application Specific integrated Circuit orga-nization for Ti, overseeing a worldwide team with design centers and customers in all major regions. in 2001, he moved to the Ana-log business to manage High Speed Commu-nications and Controls. later that year, Gregg

became manager of the High Performance Analog business unit with responsibility for Ti’s high-performance data converter, ampli-fier, power management and interface inte-grated circuits.

Gregg earned a Bachelor of Science degree in electrical engineering in 1984 from Rose-Hulman institute of Technology in Terre Haute, indiana. He later received the university’s Career Achievement Award to recognize his accomplishments in the community and within the semiconductor industry. He gradu-ated from the Stanford Executive Program at Stanford University. He is also fluent in German.

Gregg serves as a member of Rose-Hulman institute of Technology’s Board of Trustees.

in 2010, the Rock and Roll Hall of Fame and Museum, inc. in Cleveland, OH, appointed Gregg to its Board of Trustees.

Gregg lowePresident and Chief Executive Officer Freescale Semiconductor

Freescale Semiconductor is a global leader in embedded processing solutions, providing industry leading products that are advancing the automotive, consumer, industrial and net-working markets. From microprocessors and microcontrollers to sensors, analog integrated circuits and connectivity—our technologies are the foundation for the innovations that make our world greener, safer, healthier and more connected.

At Freescale, we are committed to being a leader as a cor-porate citizen by partnering with organizations that support our commitment to STEM education. Going forward, we are expanding our community relations charter to focus on STEM education initiatives that span the K-20 pipeline with the goal of igniting the curiosity in young minds and encouraging them to pursue careers in STEM.

Freescale is based in Austin, Texas, and has design, research and development, manufacturing and sales operations around the world. http://www.freescale.com

“An active partnership between business and the educational system is required to create and nurture the workforce of the future.”


Jeffrey R. immelt is the ninth chairman of GE, a post he has held since September 7, 2001.

Mr. immelt has held several global leadership positions since coming to GE in 1982, includ-ing roles in GE’s Plastics, Appliances, and Healthcare businesses. in 1989 he became an officer of GE and joined the GE Capital Board in 1997. A couple years later, in 2000, Mr. immelt was appointed president and chief executive officer.

Mr. immelt has been named one of the “World’s Best CEOs” three times by Barron’s, and since he began serving as chief execu-

tive officer, GE has been named “America’s Most Admired Company” in a poll conducted by Fortune magazine and one of “The World’s Most Respected Companies” in polls by Bar-ron’s and the Financial Times.

Mr. immelt was the chair of President Obama’s Council on Jobs and Competitiveness. He is a member of The American Academy of Arts & Sciences.

Mr. immelt earned a B.A. degree in applied mathematics from dartmouth College in 1978 and an M.B.A. from Harvard University in 1982. He and his wife have one daughter.

GEWhy do you believe STEM Education/workforce

development are critical to our nation’s future?For any company or country to stay competitive, they need two things: talent and technology. The founda-tion for both is a real investment and commitment to STEM education. That must begin with a revamped and rigorous K-12 curriculum and continue with skill development and training for both those about to enter the workforce and those already at work.

How do you believe STEM education can improve a nation’s competitiveness?Each year we conduct a study of global executive and their view of innovation. not surprisingly, execu-tives are concerned over their ability to maintain a competitive edge in a fast-paced, more globalized and resource-constrained world.

in this environment, everyone is looking for the same thing: resilience and productivity. We think one of the ways to deliver that is by connecting the internet to the global industrial system—connecting software, analytics and low-cost sensing to create cleaner and more efficient jet engines, power plants, hospi-tal systems. We call this the industrial internet. it will lead to high-tech jobs, a sustainable infrastructure and enhanced competitiveness. But it all starts with a commitment to STEM.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?There is a lot do here. But a first step, i believe, lies in actively recruiting women and underrepresented minorities to STEM careers and providing the tools they need to advance. We have to create a network of mentors and role models. This is critical because we have to build interest at an early age. Young people need to see that they can succeed in these fields and make a real difference working on issues critical to our future.

That is a big reason why GE’s Women’s network joined MiT and other universities to create STEM camps. We give middle school-aged girls the oppor-tunity to spend some of their summer working on fun technology projects, hopefully developing a life-long interest.

i think closing the STEM gap is almost as critical as STEM education itself. Whether we are talking about reliable and efficient energy sources or lifesaving healthcare innovations that are affordable and accessible, we face some real challenges. But our challenges are only insurmountable if we keep so much of our best talent on the sidelines.

What is the STEM initiative that your company has supported are you most proud?At GE, we are proud of all the STEM initiatives we have supported, for instance the Common Core Standards in our educational system. These stan-dards will help American students compete any-where in the world. in partnership with the Cleveland Metropolitan School district, we also helped open a STEM high school on the campus of nela Park, our lighting business’s global headquarters. it is very rigorous, and students can work with our engineers while obtaining college credits.

Another initiative of which i’m particularly proud is the “Get Skills to Work” program. in addition to their brave service, we think veterans have a unique com-bination of technical proficiency and intangible qualities like leadership. But in the past, we haven’t always connected those attributes with the specific skills needed in the workforce. So we’ve joined with other major manufacturers and educators to pre-pare and place veterans in long-term careers.

Recently, the first “Get Skills to Work” class earned their nationally recognized certification, enabling them to start meaningful careers in advanced man-ufacturing. it’s a great milestone, and it’s only the beginning.

What do we need in the US to continue to be at the top of global innovation?i look at this in terms of systems of competitiveness—how all of the pieces fit together. We need to invest in our infrastructure; it’s critical to innovation and competitiveness. We need to find a way to work together and create some fiscal certainty so busi-nesses can invest, and, as a part of that, increase our overall spend on R&d. We need to support small and mid-sized companies because they’re so often the source of groundbreaking innovation. And, of course, we must invest in the foundation of it all: education.

How should those working to improve the STEM workforce measure success? When measuring the effectiveness of STEM invest-ments and improving the STEM workforce, i would apply the same standard we apply to everything else, and that is: what are the outcomes? Are more girls and underserved minorities pursuing careers in math, science and technology, and are more jobs available for them? is our manufacturing base growing and vibrant, and connected to that, can American manufacturers find the talent to fill the jobs? Are American companies as innovative, if not more so, than our international competitors?

When we answer “yes” to all of those questions, we’ll know our work to improve STEM education and the STEM workforce is successful. n

Jeffrey R. immeltChairman and Chief Executive Officer GE

GE is committed to helping bolster STEM education and im-prove America’s competitiveness. Through the GE Founda-tion, affinity networks and other company initiatives, GE has advocated for rigorous standards and innovative practices in the educational system and mentored high school students interested in technology and engineering careers. GE also offers high-skill training and advanced manufacturing job op-portunities for U.S. military veterans transitioning to civilian life. GE is proud to have a workforce that currently includes more than 10,000 U.S. veterans and recently set a goal of hiring 1,000 veterans each year for the next five years.

GE works on things that matter. The best people and the best technologies taking on the toughest challenges. Finding solu-tions in energy, health and home, transportation and finance. Building, powering, moving and curing the world. not just imagining. doing. GE works.”


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torsWhy do you believe STEM education/workforce

development is critical to our nation’s future?To ensure the strength of our nation and grow our economy, the next generation of leaders and inno-vators must have the skills and education necessary to compete globally. According to the U.S. depart-ment of labor, STEM jobs account for more than 50 percent of our country’s economic growth, yet only five percent of U.S. workers are employed in STEM fields. Of those five percent, a majority are reaching retirement age leaving many to wonder to whom they will pass the torch. Securing qualified engineer-ing and iT talent will continue to be critical to our success. GM can only progress if we continue to feed a pipeline of innovative, tech-savvy, globally-focused young thinkers to our product development teams. There has never been a more important time for leaders in STEM fields to develop the next genera-tion of talent.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?GM aims to inspire young people to pursue STEM careers and those in the automotive industry. To do that, we must instill a passion for discovery, in and out of the classroom, through innovative curricula and hands-on experiences. Providing students with real world applications for math and science in the class-room will capture their interest early. We must also do a better job of identifying STEM leaders in elemen-tary and secondary programming to help guide women and minorities into the STEM workforce. The GM Foundation has made significant educational investments to bolster STEM curricula and recog-nizes the importance of early education. Through its sponsorship of SAE international’s “A World in Motion” (AWiM), STEM education is brought to life in the class-room for K-12 students. Events including the AWiM Fuel Cell Olympics reinforce STEM curricula and spark the imaginations of young people to envision rewarding careers in engineering, science and tech-nical fields. in 2012, GM volunteers mentored nearly 8,500 students through the AWiM program.

How has your corporation coordinated investments in education with future workforce needs?General Motors and the GM Foundation have a long history of investing in education initiatives and encouraging students to pursue STEM careers. The GM Foundation supports the development of the next generation of leaders and innovators by making education more accessible, affordable and reward-ing, from birth through college. in 2010, the GM Foun-dation pledged $27.1 million to the United Way for Southeastern Michigan to establish a “network of Excellence” in seven detroit-area high schools. The grant is infusing science, technology, engineer-

ing and math into curricula, and aims to improve graduation rates from roughly 50 percent to 80 percent over five years. The grant will also be used to advance early childhood education in metro detroit and help ensure that 80 percent of children in the region start kindergarten ready to learn. The GM Foundation also funds the $4.2 million annual Buick Achievers Scholarship Program to support stu-dents pursuing STEM majors. The GM Foundation also provides approximately $3 million to colleges and professional organizations through its annual Univer-sity Grants program to advance STEM curricula.

How is your company connecting diversity initia-tives with STEM initiatives? Is this a part of your comprehensive strategy?With the need for growing future generations of talented and engaged STEM students, GM has rec-ognized the opportunity to lead a concerted effort of strategic STEM initiatives. leveraging scale, GM chartered the ‘GM STEM Council’ of internal lead-ers that champion the company’s efforts including AWiM, the Buick Achievers Scholarship, PACE, ECO Car, and FiRST Robotics, in conjunction with leader-ship from GM’s diversity initiatives team. Through this council, GM reviews high level proposals and cre-ates momentum to share opportunities and pro-mote strategic growth. in coordinating between activities such as AWiM, where the GM Foundation pledged $5 million in support over five years, and the Buick Achievers Scholarship, which has awarded nearly $12 million to more than 2,100 college-bound students, GM is demonstrating many examples of efforts to comprehensively build a STEM pipeline, and keep a focus on diversity.

Where do you see the biggest area of opportunity in advancing STEM jobs/careers?To find opportunities, we must identify our biggest challenge. The fact is, far fewer students are grad-uating with STEM degrees, leaving three in every four STEM positions vacant. if we can train and edu-cate our current generation of students early on and through their college years, we will improve our economy and meet workforce demands with domestic talent. The automotive and transportation industries are the largest opportunities to advance STEM jobs, through career stability and fulfillment. The nation’s reliance on transportation marks our indus-try as a cornerstone of the U.S. economy. Constant advancements in technology have revolutionized the automotive industry, from the production line to the cars our customers drive. We are leading more and more technological advancement than ever before, which will continue to increase demand for high caliber talent. n

daniel F. Akerson has been chairman and chief executive officer of General Motors since 2010.

Under Akerson’s leadership, GM is experienc-ing a substantial transformation to re-establish the company as an industry leader in dra-matic automotive design, technology, business results and corporate financial performance.

Prior to GM, Akerson was a managing direc-tor and head of global buyout for The Car-lyle Group in Washington, d.C. He has also served as CEO or president of several tele-communications and technology compa-nies, including MCi, nextel Communications, XO Communication and General instrument.

Akerson serves on the boards of the U.S. naval Academy Foundation, the Tsinghua University (China) School of Economics and Manage-ment Advisory Board and the international Business leaders Advisory Council of Shang-hai. He also is a member of The Business Coun-cil, comprising 150 active-member CEOs from the world’s largest businesses.

Akerson brings a deep, personal sense of responsibility to GM that seeks to improve the quality of life within the communities where the automaker does business.

He has renewed GM’s philanthropic focus with an emphasis on investing in tomorrow’s lead-ers and in local communities. in 2012 alone, the General Motors Foundation provided $20 million to education initiatives benefiting youth of all ages—particularly in science, technol-ogy, engineering and math (STEM) fields.

in 2011, Akerson was named “Humanitarian of the Year” by So Others Might Eat (SOME), which serves the Washington, d.C. metropolitan area and in 2012, he received the U.S. naval Acad-emy’s distinguished Graduate Award for his life-time commitment to service, personal character and distinguished contributions to our nation. in April 2013, he and his wife were named Habitat for Humanity Michigan’s Sponsor of the Year.

A graduate of the U.S. naval Academy with a bachelor of science in engineering, Akerson earned a master’s degree in economics from the london School of Economics.

daniel F. AkersonChairman and Chief Executive Officer General Motors

Headquartered in detroit, Mich., General Motors is one of the world’s largest automakers. GM and the GM Foundation sup-port the development of the next generation of leaders and innovators by making education more accessible, affordable and rewarding from birth through college. The GM Founda-tion pledged $27.1 million to the United Way for Southeast-ern Michigan to establish a “network of Excellence” in seven detroit-area high schools. The grant is infusing STEM into cur-ricula, and aims to improve graduation rates from roughly 50 to 80 percent over five years. The GM Foundation also funds one of the largest scholarship programs in the country—the $4.2 million annual Buick Achievers Scholarship Program that supports students interested in pursuing STEM majors and ca-reers. GM and the GM Foundation both support programs that reinforce math and science skills among younger stu-dents, including MathCounts, FiRST Robotics and the SAE Foundation’s “A World in Motion” initiative.


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nyWhat is the STEM initiative that your company has supported are you most proud?For 13 years, The Goodyear Tire & Rubber Company has organized Engineering Career day for middle and high school students in northeast Ohio. Stu-dents rotate through a series of panel presentations and demonstrations from local organizations, which include a hands-on competition requiring use of engineering acumen, all culminating in an end-of-day “STEM challenge,” as the top teams compete for points. Several universities, along with more than 20 Akron/Cleveland-area corporations have represen-tatives present for an informational fair, panel discus-sions and hands-on demonstrations to help students learn about careers in engineering. The goal of the day is to bring STEM-minded students together to see how fun engineering can be, to promote teamwork in innovation, and to expose them to some of the many career opportunities in engineering. This year, more than 1,200 students are registered to attend the event. Considering so many students—and teach-ers—are willing to spend seven hours on a Saturday learning about engineering, we feel this program is a huge success.

How has your corporation coordinated investments in education with future workforce needs?All of the charitable support The Goodyear Tire & Rubber Company provides to education is in some way ties to a business need. The bulk of those activi-ties are aligned with our engineering and scientific needs. For example, we provide 20 college schol-arships to students from Akron City Schools who are seeking college majors tied to STEM education. Employment at Goodyear is not a condition of these scholarships; however, we feel they help encourage more students from the inner city to seek careers in STEM.

in addition, in any given year, we also have nearly 50 co-op and intern opportunities for individuals in the engineering and science fields. These programs provide Goodyear with a talent pipeline, but we also believe the heavy promotion of our co-op and intern programs by the universities are a further entice-

ment for high school students to consider pursuing a degree in a STEM-related field. it is proof to them that there are jobs out there, which is particularly attractive in today’s global economy.

Our technical leaders also are encouraged to invest their time, with many of them serving on advisory councils for local university engineering and techni-cal programs.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?The key is to reach them in the schools as early as possible and demonstrate that it is a rewarding and viable career option. That is why The Goodyear Tire & Rubber Company provides funding for STEM programs within our city schools—some of it at the elementary school level—and provides the afore-mentioned college scholarships as an enticement.

in addition, our Engineering Career day began as an event for female students only. As it evolved, we had a lot of requests to include boys, which we eventually did. However, girls still represent half of the attendees—a much better ratio than in the engineering workplace today. Moreover, in the engineering and scholarship competitions during Engineering Career day, the female students win a commensurate amount of the time—further proving they belong in the field.

Why do you believe STEM education and work force development are critical to our nation’s future?Every company is looking for its competitive advan-tage. innovation is the biggest thing that will set us apart. innovation was at the root of the transforma-tion for our north American business unit over the past year, and it will continue to help us sustain our success. innovation enables us to evolve, to be cre-ative, to grow, to adapt. While innovation comes in all forms—sometimes related to STEM, sometimes not—our engineers and scientists play a key role in our innovation process. n

Rich Kramer is Chairman, President and Chief Executive Officer of The Goodyear Tire & Rub-ber Company. He has been Chairman since October 1, 2010 and President and Chief Executive Officer since April 13, 2010. He has been a member of Goodyear’s Board of directors since February 23, 2010.

Prior to that, Kramer served as Goodyear’s Chief Operating Officer since June 2, 2009. Kramer served as President of the company’s north American Tire business unit from March 2007 until February 2010. Kramer served as Goodyear’s Executive Vice President and Chief Financial Officer from 2004 until August 2007.

Previously, he had been the company’s Senior Vice President, Strategic Planning & Restruc-turing since 2003 and Vice President, Finance for north American Tire since 2002. Kramer joined Goodyear as Vice President of Corpo-rate Finance in 2000. He previously was a Part-ner with PricewaterhouseCoopers, where he worked for 13 years.

Kramer was born in Cleveland, Ohio, on Octo-ber 30, 1963. A graduate of John Carroll Univer-sity, he earned a Bachelor of Science degree in business administration in 1986. He is a mem-ber of the Board of directors of The Sherwin-Wil-liams Company. A certified public accountant, Kramer is married with four children.

Richard J. KramerChairman, President and Chief Executive Officer The Goodyear Tire & Rubber Company

The Goodyear Tire & Rubber Company is one of the world’s leading tire companies, with operations in most regions of the world. Together with its U.S. and international subsidiaries and joint ventures, Goodyear develops, manufactures, markets and distributes tires for most applications. it also manufactures and markets rubber-related chemicals for various applica-tions. Goodyear is one of the world’s largest operators of com-mercial truck service and tire retreading centers. in addition, it operates approximately 1,400 tire and auto service center outlets where it offers its products for retail sale and provides automotive repair and other services. Goodyear manufac-tures its products in 52 facilities in 22 countries. it has marketing operations in almost every country around the world.

“innovation is the biggest thing that will set us apart.”


“it’s vital to expose kids to this [computer sciences] early if they’re to have the chance of a career in computing. Only 2% of Google engineers say they weren’t exposed to computer science at high school. While not every child is going to become a programmer, those with aptitude shouldn’t be denied the chance.”1

“Put simply, technology breakthroughs can’t happen without the scientists and engineers to make them. The challenge that society faces is to equip enough people, with the right skills and mindset, and to get them to work on the most important problems.”1

“[Creating technology is] almost impossible without greater emphasis on STEM education. Google, for one, is fully devoted to promoting STEM through many company initiatives, not the least of which is our support of the Cornell nYC Tech engineering school. We’re proud to be providing them with space in our building in Chelsea while their permanent home is being built on Roosevelt island. The school is a place to cultivate a new generation of innovators, thinkers, doers.”2

“STEM education is the best way to ensure more people are devoted to technological advancement, more minds are turning, more parents are seeing their kids learn the skills they need to succeed in a new economy —and more kids are sitting in school dreaming up totally crazy ideas that just might change the world.”2

“Things we used to think were magic we now take for granted: the ability to get a map instantly, from our pockets; to work on a project with people a half a world away, at any time; to watch creative video content from anywhere on Earth, for free, or even to broadcast your own creation to the entire world. Maybe we couldn’t imagine these things five years ago. But, the point is, someone did.”2

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le

Since joining Google in 2001, Eric Schmidt has helped grow the company from a Silicon Valley startup to a global leader in technol-ogy. As executive chairman, he is responsible for the external matters of Google: building partnerships and broader business relation-ships, government outreach and technology thought leadership, as well as advising the CEO and senior leadership on business and policy issues.

From 2001-2011, Eric served as Google’s chief executive officer, overseeing the company’s technical and business strategy alongside founders Sergey Brin and larry Page. Under his leadership, Google dramatically scaled its infrastructure and diversified its product offerings while maintaining a strong culture of innovation.

Prior to joining Google, Eric was the chairman and CEO of novell and chief technology offi-cer at Sun Microsystems, inc. Previously, he served on the research staff at Xerox Palo Alto Research Center (PARC), Bell laborato-ries and Zilog. He holds a bachelor’s degree in electrical engineering from Princeton Uni-versity as well as a master’s degree and Ph.d. in computer science from the University of California, Berkeley.

Eric is a member of the President’s Council of Advisors on Science and Technology and the Prime Minister’s Advisory Council in the U.K. He was elected to the national Acad-emy of Engineering in 2006 and inducted into the American Academy of Arts and Sciences as a fellow in 2007. He also chairs the board of the new America Foundation, and since 2008 has been a trustee of the institute for Advanced Study in Princeton, new Jersey.

Eric E. SchmidtExecutive Chairman Google

Google is a global technology leader focused on improving the ways people connect with information. Google’s innova-tions in web search and advertising have made its website a top internet property and its brand one of the most recog-nized in the world.

Google’s products include search, cloud computing, software and online advertising technologies.

Google.org develops technologies to help address global challenges and supports innovative partners through grants, investments and in-kind resources. We focus on problems where Google’s assets and core capabilities—technology innovation, global presence, making massive amounts of in-formation universally accessible and useful—play strongest and where the solutions we create have the most potential to scale.

Sources:

1 http://www.bbc.co.uk/news/technology-18182280

2 http://www.nydailynews.com/opinion/teach-tech-win-future-article-1.1214123#ixzz2VG2xlhFr


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ellHow can we do a better job to strategically coordi-

nate all those engaged in STEM across the country? There is a growing consensus in the business, scientific and education communities that we must work together and renew our commitment to strengthen American innovation and competitiveness through basic research in the physical sciences and math education.

This investment must be coupled with developing and retaining a high-quality mathematics and sci-ence teaching workforce. Coordinated efforts must be made to recruit teachers to enter mathematics and science studies and gain certification.

Honeywell recognizes that it is critical to use our resources to share our passion for innovation and technology and make an impact in educating and connecting people to STEM. Honeywell’s future workforce is reliant on our nation’s ability to train and educate future scientists and engineers.

Honeywell is committed to these efforts, and our Honeywell Hometown Solutions has taken several steps in this direction with non-profit organizations to deliver high-quality, award-winning programs to stu-dents from third grade through the graduate level.

We build STEM programs that deliver results we can quantify—one community, one home, one teacher and one student at a time—by applying the same rigor and business tools we use in our business. Pro-grams are delivered to multiple levels of education, from middle through graduate school. Over time, our programs have produced students eager to pursue careers in science and engineering, including stu-dents around the world who have joined Honeywell after graduation and are now engineers.

What is the STEM initiative that your company has supported are you most proud of?Honeywell Hometown Solutions has created a series of award-winning programs focused on STEM. in particular:

Honeywell Educators at Space Academy: Our job is to inspire our future generation of scientists and engineers and ensure the men and women who educate them are properly prepared.

inspiration starts in the classroom. in partnership with the U.S. Space and Rocket Center, in Huntsville, Ala-bama, Honeywell created the Honeywell Educators @ Space Academy scholarship program for middle school math and science teachers.

Each year selected teachers participate in astro-naut-style exercises and simulations, teachers learn new teaching practices in STEM education and can link all activities to professional development credits.

More than 1,700 hundred teachers from 45 coun-tries and 50 states and territories have graduated since 2004.

Honeywell Leadership Challenge Academy: This week-long event is available to high school children of employees where students have the opportunity to

develop their STEM and leadership skills through sci-ence-oriented workshops, lectures and team exercises.

developed in partnership with USSRC, the acade-my’s unique curriculum challenges students in key areas: purposeful leadership; effective communica-tion; integrated planning; team cohesion; problem solving and critical thinking.

Since 2010, more than 630 students from 32 coun-tries and all U.S. states have participated.

FMA Live!: FMA live! was created by Honeywell and nASA, and is an award-winning hip hop sci-ence education program designed to inspire mid-dle school students to pursue studies in STEM. The program teaches Sir isaac newton’s three laws of motion and the process of scientific inquiry in an innovative, entertaining and memorable way, deliv-ering solid science that supports the learning objec-tives of the national Science Education Standards.

Since 2004, 317,000 students from more than 800 U.S. middle schools have participated in the program.

Honeywell Initiative for Science and Engineering: This is a global educational program that reaches uni-versities in emerging regions through on-campus lec-tures and one-on-one access with nobel laureates and Honeywell’s top engineers, allowing them to see first-hand that what they are studying today can impact the world tomorrow through STEM-related careers.

Honeywell has sponsored 36 nobel laureate events since 2006.

Where do you see the biggest area of opportunity in advancing STEM jobs/careers?With populations and economies growing, global energy consumption could rise 44 percent by 2030. More than 50 percent of Honeywell’s portfolio is dedicated to energy efficient products and services that are focused on building a world that is safer and more secure, more comfortable and energy efficient, and more innovative and productive.

improving the environment, reducing energy con-sumption and preserving natural resources represent the biggest opportunity for next-generation STEM jobs.

How should those working to improve the STEM workforce measure success?like most businesses, Honeywell regularly assesses its operations to make wise business decisions, deter-mine strengths and weaknesses, shape decisions about improving or expanding our STEM-related pro-grams or creating new ones, and avoid duplication.

Appropriate program assessment, such as collecting output and outcome data and conducting thor-ough assessments at regular intervals, can determine which STEM education programs and strategies are effective and which need improvement.

The process would also serve to direct funding to the most effective programs while still retaining the flexibility to invest in new and innovative programs. n

dave Cote is chairman and CEO of Hon-eywell, a $38 billion diversified technology and manufacturing leader, serving custom-ers worldwide with aerospace products and services; control technologies for buildings, homes and industry; turbochargers; and per-formance materials. He was elected presi-dent, CEO, and a member of Honeywell’s Board in February 2002, and named chair-man of the Board on July 1, 2002.

Cote’s decade of leadership has seen Hon-eywell deliver strong growth in sales, earnings per share, segment profit, and cash flow. Hon-eywell has great positions in good industries. Honeywell’s growth is driven by technolo-gies that address some of the world’s tough-est challenges such as safety, security, clean energy generation, and energy efficiency. More than 50 percent of the company’s sales are outside the U.S. The company’s more than 130,000 employees, including 20,000 scientists and engineers, are focused on developing innovative products and solutions that help Honeywell’s customers—and their customers— improve performance and productivity.

Cote is a member of the steering committee of the Campaign to Fix debt, a bi-partisan effort to build support for a comprehensive U.S. debt reduction plan. in 2011, Cote was named Vice Chair of the Business Round-table (BRT) and Chairs the BRT’s Energy and Environment Committee. in 2010, Cote was named by President Barack Obama to serve on the bipartisan national Commission on Fis-cal Responsibility and Reform also known as the Simpson-Bowles Commission. Cote was named co-chair of the U.S.-india CEO Forum by President Obama in 2009, and has served on the Forum since July 2005.

Cote received the Corporate Social Respon-sibility Award from the Foreign Policy Associa-tion in 2007, the distinguished Achievement Award from B’nai B’rith international in 2011, the Asia Society’s Global leadership Award in 2012, and the Peter G. Peterson Award for Business Statesmanship from the Committee for Economic development in 2012.

dave CoteChairman and Chief Executive Officer Honeywell

Honeywell (www.honeywell.com) is a Fortune 100 diversified technology and manufacturing leader, serving customers worldwide with aerospace products and services; control technologies for buildings, homes and industry; turbocharg-ers; and performance materials. Based in Morris Township, n.J., Honeywell’s shares are traded on the new York, london, and Chicago Stock Exchanges. For more news and information on Honeywell, please visit www.honeywellnow.com


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ndWhat do corporations need to do to create more STEM careers and fill existing jobs? identifying candidates in the STEM space is criti-cal for many global companies, including ingersoll Rand. The U.S. manufacturing industry is expected to face significant challenges in attracting talent as Baby Boomers retire and not many Generation Ys are pursuing careers in STEM.

Corporations should look at the whole pipeline of talent, including apprenticeship programs for high school students or GEd grads, internships for under-graduate students and development opportunities for mid-career professionals.

One way we fill existing STEM jobs is through ingersoll Rand’s Employee Resource Groups (ERGs). Mem-bers of these groups talk with their neighbors, friends and families across the globe about ingersoll Rand. They know the STEM skills we need to succeed and help others become aware of opportunities.

Another way is our U.S. military veteran recruiting pro-gram. Many specialties in the armed services—such as logistics and supply chain management—map directly to positions requiring STEM skills. Our Military Recruiting Team is composed of former military per-sonnel who match candidates with opportunities.

Attracting the most qualified candidates facilitates our ability to exceed customer expectations and be an innovative leader in the marketplace. That enables us to grow our operations and create more STEM jobs.

How has your corporation coordinated investments in education with future workforce needs?A shortage of technical talent is a real possibility and would create problems for companies that rely on STEM professionals, like ingersoll Rand. With 4,000 engineers globally, we rely on innovative thinking and technical expertise to deliver the best products and services.

We cannot afford a reduction of STEM students and want to see a strong pipeline of talented individuals to continue our 143-year history of innovation.

As a result, we fund science competitions focused on engineering and environmental sustainability.

One program is the Solar decathlon, a competition organized by the U.S. department of Energy. it chal-lenges 20 collegiate teams from around the world to design, build and operate solar-powered houses that are cost effective, energy-efficient and attrac-tive. The program educates students and the public about building sustainable communities.

ingersoll Rand has also hosted six Environmental defense Fund (EdF) Climate Corps fellows over the years. This program gives students practical experi-ence and enables companies to connect with uni-versities. last year, the EdF Climate Corp fellows at ingersoll Rand helped identify potential savings of $1.6 million in energy costs.

These coordinated investments in education have a direct correlation to increasing interest in STEM jobs to meet our future workforce needs.

How is your company connecting diversity initia-tives with STEM initiatives? Is this a part of your com-prehensive strategy?The single greatest untapped population for engi-neering talent is women. Yet young girls make the decision on whether they will pursue a math or sci-ence path by the time they are in the 4-6 grades. We have to generate interest among these girls to address the gap of women in STEM, and sustain that passion as those young women attend college and choose their career.

it starts with appreciating differences. That is not only the physical attributes that you see like gender, but it is also in the experiences, thinking and backgrounds those women will bring to the companies they join.

Attracting young women to STEM is one way ingersoll Rand connects its diversity initiatives to STEM. Our col-laboration with the Society for Women Engineers is a good example where we partner on a K-12 outreach program for girls to get interested in engineering.

Encouraging young women to study STEM topics and pursue STEM careers will only improve the diversity of thought within companies. in return, the companies will grow in ways they didn’t think of and respond to customer needs in a way that they could not imag-ine.

What traits do corporate leaders need to effectively support and advance STEM education today?like other leading, global industrial companies, many of the employment opportunities at ingersoll Rand require math and science skills. We have a wide range of STEM-related job functions and opportuni-ties that people can pursue, including controls tech-nicians, engineering specialists, field technicians, iT, program managers and business development pro-fessionals.

it is important for our leaders to support employ-ees that fill these roles and also continue to work to advance STEM education. Corporate leaders can continue to leverage resources to better work with educators, create internships and establish mentor-ing relationships.

The commitment to support and promote educa-tion initiatives needs to be evident company wide. it must be supported by managers and employees at all levels. We believe that it’s essential for us to con-tinue making strategic investments in developing and supporting talent development initiatives.

At ingersoll Rand, as we have incorporated STEM education and diversity as part of our overall talent development strategy, i am proud to say that we have many champions for our educational initia-tives. n

Michael W. lamach was elected Chairman of the Board of directors of ingersoll Rand in June 2010, having previously been named Chief Executive Officer in February 2010 and President and Chief Operating Officer in Feb-ruary 2009.

lamach joined ingersoll Rand in February 2004 as president of the company’s Security Technologies sector and became president of Trane Commercial Systems after the acqui-sition of that business in 2008.

Prior to joining ingersoll Rand, Mike was group vice president and managing director for the

European, Asian, South African and South American businesses of Johnson Controls’ Automotive Group. Before that, he served as vice president and general manager of the Controls Group, leading the company’s inte-grated facilities management business. dur-ing his 17-year tenure with Johnson Controls, Mike also held positions in sales management, marketing and new product development.

Mike received a bachelor’s degree in engi-neering from Michigan State University and a master’s degree in business administration from duke University. He serves on the Board of directors of iron Mountain inc.

Michael W. lamachChairman and Chief Executive Officer Ingersoll Rand

ingersoll Rand (nYSE:iR) advances the quality of life by creat-ing and sustaining safe, comfortable and efficient environ-ments. Our people and our family of brands—including Club Car®, ingersoll Rand®, Schlage®, Thermo King® and Trane® —work together to enhance the quality and comfort of air in homes and buildings; transport and protect food and per-ishables; secure homes and commercial properties; and in-crease industrial productivity and efficiency. We are a $14 billion global business committed to a world of sustainable progress and enduring results. For more information, visit in-gersollrand.com.


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orp

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tedWhy do you believe STEM education/workforce

developments are critical to our nation’s future?For the past 50 years or more, technological innova-tion drove almost half of the economic growth in the United States. STEM jobs are projected to grow twice as fast as jobs in other fields and 80 percent of jobs in the next decade will require technical skills. Experts estimate that we could boost incremental annual GdP growth per capital just by enhancing the math proficiency of our students.

However, we are falling behind other countries in STEM education. The World Economic Forum ranks the U.S. as 48th in the world in the quality of math and science education. And we lag in quantity as well. Only around 15% of bachelor’s degrees earned in the United States are in STEM fields versus close to half in China and over 35 percent in South Korea. Plus, China is graduating more than four times as many engineers than the United States.

The bottom line: it’s estimated that the United States may be short as many as three million high-skilled workers by 2018. As a leading manufacturer of ingre-dient solutions, ingredion relies heavily on employees with STEM education or training. Technical innova-tion helps drive our growth, yet shortage of qualified employees could be an obstacle and it must be addressed.

What area of STEM are you most passionate about?My STEM education has been one of the keys to my success in the business world. Whether it’s science, technology, engineering or math, i believe an edu-cation in any of the STEM disciplines enhances ana-lytical thinking, which is essential to making sound, fact-based business decisions that drive results.

Without shop class in elementary school, physics and calculus in high school, math and science classes as an undergraduate, and a world-class business school education, i would not have been properly prepared to earn the opportunities and positions that i’ve had. data, information and knowledge lev-eled an often male-dominated playing field for me. if you have done your homework, if you have the facts, if you have the right answers, you have power, influence and equality. in fact, it’s no surprise that close to two-thirds of the women CEOs of FORTUnE 500 companies have STEM degrees.

How do we encourage students, particularly women and underrepresented minorities to continue their study of STEM subjects? As an MiT undergraduate, the male to female ratio in my class was 10:1. Today, approximately 60 percent of college attendees are women, but only about 30 percent of STEM degrees are awarded to women. And, only about 20 percent of women in the U.S. have careers in STEM fields.

i am entirely confident that fielding a more bal-anced gender workforce—not to mention a more ethnically diverse one—will positively change the game. And not just for my company, but for all com-panies, for medicine, for education, for humanitar-ian efforts, for the advancement of the human race.

From an early age, i was exposed to science and math and my interest was encouraged by my par-ents and teachers. This support gave me the confi-dence to push the boundaries and break barriers in then male-dominated classes and professions. But not all young girls growing up have the same expe-riences. ingredion is a strong supporter of Girls4S-cience, a nonprofit group dedicated to exposing Chicago-area girls to science, technology, engi-neering and math. it’s a fantastic grassroots organi-zation that helps girls overcome barriers to achieving success in STEM fields. While grassroots programs like Girls4Science may initiate interest, these are only catalysts in launching STEM careers. Without addi-tional opportunities in higher education, the dreams of these budding STEM professionals could be thwarted. That’s why continued public and private support for STEM education at our nation’s college and universities should be a priority.

What do Corporations need to do to create more STEM careers and fill existing jobs?As an innovative manufacturer of ingredient solu-tions, we depend on qualified employees with tech-nical expertise to work across many functions—from research and development to operations, to iT—in locations around the world. in some areas, there’s strong competition for the best and brightest talent. We reach out to schools with STEM programs to pro-mote ingredion as an employer of choice and to identify outstanding candidates. We also offer train-ing and development programs to current employ-ees to update and enhance their technical skills. Finally, we support programs that expose young stu-dents to STEM careers and education in an effort to capture their interest and motivate them at an early age. n

ilene Gordon is chairman, president and chief executive officer of ingredion incorporated, a leading global supplier of ingredient solutions to diverse industries. Ms. Gordon joined ingre-dion in May 2009 from Rio Tinto Alcan where as president and CEO she led a $6.5 billion global packaging business based in Paris, France. Over her 10 year tenure with Alcan and Pechiney, which was acquired by Alcan in 2003, she held various leadership positions, starting as president of Pechiney Plastic Pack-aging.

Ms. Gordon spent 17 years in executive roles, at the Packaging Corporation of America, a division of Tenneco inc., including a corpo-rate VP position leading quality and opera-

tions. Before joining Tenneco inc., Ms. Gordon spent two years at Signode, a leading global packaging company specialized in materials handling, which today is a part of illinois Tool Works. Ms. Gordon began her career at the Boston Consulting Group (BCG), an interna-tional management consulting firm, as a strat-egy consultant, based in the Boston, london and Chicago offices.

Ms. Gordon holds a Bachelor of Science degree in mathematics, Phi Beta Kappa, from the Massachusetts institute of Technology (MiT) in Cambridge, Mass., and a Master of Science degree in management from MiT’s Sloan School of Management.

ilene S. GordonChairman, President and Chief Executive Officer Ingredion Incorporated

ingredion incorporated (nYSE:inGR) is a leading global ingre-dients solutions provider specializing in nature-based sweet-eners, starches and nutrition ingredients. With customers in more than 40 countries, ingredion, formerly Corn Products international, inc., serves approximately 60 diverse sectors in food, beverage, brewing, pharmaceuticals and other in-dustries. ingredion operates 36 manufacturing facilities and seven ingredient development centers around the world, in-cluding R&d headquarters in Bridgewater, nJ. A FORTUnE 500 company with 2012 net revenue of $6.5 billion, ingredion has more than 11,000 employees worldwide, including hundreds of accountants, computer experts, engineers, finance profes-sionals and scientists.


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esHow do you believe STEM education can improve a

nation’s competitiveness?Technological progress moves us forward as seen throughout history. We see it today in the functional-ity of our smart phones. Technology moves quickly and we must be ready with people who understand and have the knowledge to keep pace. This is why STEM is so important.

What do corporations need to do to create more STEM careers and fill existing jobs?i don’t think the challenge is trying to create more tech jobs because companies are continuing to invest in STEM areas. if you have a STEM degree, the jobs are out there. There is tremendous opportunity for job seekers now and into the foreseeable future. So that’s the good news.

What i think some businesses may be missing out on is hiring women with STEM degrees. i’ve been in the technology industry for a while and it’s still too male-dominated, especially in leadership positions. This tells me that companies are missing some opportuni-ties for exceptional talent, and they can and should do better.

How has your corporation coordinated investments in education with future workforce needs?Well, part of the problem lies with the perception that STEM isn’t for the cool kids and that simply isn’t true. My company is involved in correcting that per-ception through mentoring and sponsoring organi-zations that demonstrate just how cool STEM really is. We sponsor and mentor FiRST Robotics teams in the Seattle area, our women scientists and engineers teach hands-on classes for Expanding Your Horizons, and we sponsor the Pacific Science Center’s discov-ery Corps program, to name a few.

Our President & COO, Adriane Brown, actively par-ticipates in the STEMConnector® STEM innovation Task Force, Pacific Science Center Board, and the national board for Jobs for America’s Graduates. Also, Geoff deane, who heads our lab, is on the board for FiRST Robotics in Washington State.

These are two examples of how we invest time and talent in STEM education.

There is a lot of attention given to STEM right now, but the broader education system is not perfect. STEM is an important piece, but we can’t stop there.

How should those working to improve the STEM workforce measure success?i’d like to challenge the conventional wisdom that we don’t currently have enough qualified talent. i think we do, but we have to be more open when we’re evaluating the pool of candidates.

At iV, we have some of the most talented women in our industry. Some of our most prolific inventors are women. For me, one measure of STEM workforce suc-cess is through measuring the inclusion and progress of women.

What do we need in the US to continue to be at the top of global innovation?Well, there are many factors, but a few that stand out are:

1. We need kids to not just learn about science and math, but to apply what they learn through an educational system that is grounded in STEM.

2. We have a qualified workforce to meet our needs right now. We just need to do a better job of hiring women and minorities.

3. We need to make sure inventors continue to be respected and are rewarded for their work.

4. We need to continue to have a strong patent system. We need to be able to protect our ideas that give us a competitive advantage and we need to make those ideas just as easy to buy, sell and trade as going to the supermarket. Anything with value has a marketplace. ideas should too. n

nathan Myhrvold founded intellectual Ven-tures after retiring as chief strategist and chief technology officer of Microsoft Corporation.

during his 14 years at Microsoft, Myhrvold founded Microsoft Research and numerous technology groups. Myhrvold is an avid inven-tor who has been awarded hundreds of pat-ents and has hundreds of patents pending.

Before joining Microsoft, he was a postdoctoral fellow in the department of applied mathe-matics and theoretical physics at Cambridge University and worked with Professor Stephen Hawking. Myhrvold earned a doctorate in the-oretical and mathematical physics and a mas-ter’s degree in mathematical economics from Princeton University, and a master’s degree in geophysics and space physics and a bache-lor’s degree in mathematics from UClA.

An avid nature and wildlife photographer, dr. Myhrvold’s work is featured in the books “Amer-ica 24/7” and “Washington 24/7” where his pho-tographs helped capture a week in the life of people and nature in the United States during

the spring of 2003. His research has been pub-lished in scientific journals including Science, Nature, Paleobiology, Environmental Research Letters, Journal of Vertebrate Paleontology and the Physical Review, and he has contributed arti-cles to magazines and online news sites includ-ing Harvard Business Review, The Wall Street Journal, Fortune, Time, Bloomberg BusinessWeek and National Geographic Traveler. in 2004, he provided the foreword to a book profiling some of the world’s greatest inventors—“Juice: The Creative Fuel that drives World-Class inventors.” He has also been named one of the most influ-ential people in intellectual property by several leading iP trade publications

last year he released the award-winning “Modernist Cuisine: The Art and Science of Cooking,” a cookbook surveying the science, technology and techniques used in modern cuisine. The James Beard Foundation honored “Modernist Cuisine” with awards for Cook-book of the Year and Cooking from a Profes-sional Point Of View. in 2012, he released the highly acclaimed Modernist Cuisine at Home.

nathan Myhrvold, Ph.d.Founder and Chief Executive Officer Intellectual Ventures

Founded in 2000, intellectual Ventures is an invention capital company. With more than $5 billion under management and more than 40,000 iP assets in active monetization programs, we have one of the largest and fastest-growing intellectual property portfolios in the world. We are building an active market for invention that allows buyers, sellers, and inventors to realize value for their ideas. We file patents on our own in-ventions, we purchase patents and collaborate with inven-tors, universities, governments and companies around the world. Through a variety of licensing products and services, we provide our customers access to the invention rights they need.

“Technology moves quickly and we must be ready with people who understand and have the knowledge to keep pace.”


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upWhy do you believe STEM Education/workforce development are critical to our nation’s future?now more than ever, industries and markets are powered globally. leaders are now viewing science, technology, engineering and math as more than a choice for students or a workforce. Our children and their children are making decisions today that are molding the future of communication and technol-ogy and these decisions will fundamentally change the way business is conducted in the future. We have to make strides daily to keep up with competitive nations—STEM is a driver of this. As the modern world evolves and becomes more connected, STEM edu-cation will ensure we thrive in a global economy.

Beyond Standards, what are the first steps we should take to curb the STEM education crisis?Collaboration is critical as we revise and enhance the process of educating All children. A shared vision and institutional alignment will provide a solid foundation. Standards should be revised to guide our educators through the process of designing an appropriate curriculum. Further training of guidance counselors and educators will ensure we are moving students into STEM. However, we must not forget that education is a lifelong commitment that requires proper monitoring, measurement and reporting. Milestones and educational indicators should be used to extract real-time performance data from cradle to career. Once installed, the process should demonstrate a consistent flow of measurement, analysis and improvement.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities? Shadowing is a critical component in the education process. All students, specifically women and under-represented minorities, should have many opportu-nities to learn from local individuals willing to share their experiences and expertise.

What traits do corporate leaders need to effectively support and advance STEM education today?My late husband, Jerry Zucker, passed away in 2008 after a battle with cancer. His passion for science, technology and innovation continue to be the driving inspiration that propels The interTech Group each day. Within the first decade of Jerry’s life, he found possibility in things that others overlooked. it was this inspiration that ultimately led him to a triple degree in Chemistry, Mathematics and Physics from the University of Florida. Corporate leaders must con-

vey passion, creativity and a willingness to engage in an effort to guide future generations to the world of STEM.

How has your corporation coordinated investments in education with future workforce needs?The interTech Group, inc., its member companies, and associates, as well as The interTech Group Foundation, seek to make a difference in the lives of others. Education has become a top priority as we develop a future workforce. The interTech Group currently supports programs within the top colleges and universities in South Carolina including the Uni-versity of South Carolina, Clemson University, College of Charleston and The Medical University of South Carolina.

What area of STEM are you most passionate about?i am passionate about science. i view it as explora-tion and the process of creating new thoughts and ideas. in the world today, science represents prog-ress. it is an opportunity to better understand how things work and the act of figuring out how to make improvements. it is about seeing something with your own eyes and gaining a new understanding. Whether i am observing brain surgery or reviewing composite materials in one of our manufacturing facilities, i am intrigued by the discipline.

What is the key to smart STEM investments?STEM investments should have a specific purpose with a focus on long term, exponential impact. As we invest in STEM education initiatives, we increase visibility while building a workforce and a cache of future educators. Within the framework of aca-demia, innovation is born. it is the combination of design and sharing of innovation and creativity that ultimately increase our competitiveness as a nation.

What is the STEM initiative that your company has supported are you most proud?The interTech Group STEM philanthropic strategy centers on building awareness and opportunity. i am most proud of the new and exciting develop-ments in ongoing STEM education and job develop-ment through our work with the Medical University of South Carolina and Clemson University. The Zucker Graduate Education Center, a new addition to the Clemson University Restoration institute in Charles-ton, SC, is currently under construction and will soon offer students the opportunity to acquire advanced degrees in engineering. n

Zucker has served as president of the Charles-ton Metro Chamber of Commerce and the Education Foundation. Zucker also chaired the drug-Free Workplace Program and par-ticipated in the School to Work Task Force. She is a past vice-president of Education and leadership and formerly chaired the Business Education Council, and the Business Educa-tion Partnership Committee. She is a former member and past chairperson of the Trident Technical College Foundation Board and Executive Board. She was appointed to the Trident Technical College Area Commission by Governor Sanford in October 2007.

Zucker earned a B.A. in education from the University of Florida and a Master’s of Educa-tion from the University of north Florida. She taught elementary school for over a decade.

Zucker has served as president of the Charles-ton Metro Chamber of Commerce and the Education Foundation. Zucker also chaired the drug-Free Workplace Program and par-ticipated in the School to Work Task Force. She is a past vice-president of Education and leadership and formerly chaired the Business Education Council, and the Business Educa-tion Partnership Committee. She is a former member and past chairperson of the Trident Technical College Foundation Board and Executive Board. She was appointed to the Trident Technical College, Area Commission by Governor Mark Sanford in October 2007.

Zucker earned a B.A. in education from the University of Florida and a Master’s of Educa-tion from the University of north Florida. She taught elementary school for over a decade.

Anita ZuckerChair and Chief Executive Officer The Intertech Group

The interTech Group is a global holding company that owns or has investments in a wide array of industries including aerospace, specialty chemicals, financial services, consumer products, location based entertainment, real estate, sports teams and arenas. The Company is listed by Forbes maga-zine as one of the largest privately held entities in the country.

Since being founded by Jerry Zucker in 1982, The interTech Group has grown substantially through a series of acquisitions, expansions, takeovers, “green field” start-ups, and organic growth. The Company has purchased significant divisions of duPont, Johnson & Johnson, and Exxon, among others. Public company takeovers include the 2006 acquisition of the Hud-son’s Bay Company, north America’s oldest company, which was founded in 1670.

Philanthropy and community service are ingrained in the foundation of The interTech Group with a focus on education, workforce development and STEM initiatives.


ITTWhy do you believe STEM Education and workforce

development are critical to our nation’s future?Our nation’s economic future depends on our ability to adapt and thrive in an increasingly technologi-cally savvy world and use the disciplines of science, technology, engineering and math to determine the products, services and solutions that will keep us at the forefront of the global economy. We must com-pete globally on almost every front—for customers, talent, profits, technologies and market share—and we will only be successful if our nation’s citizens are engaged and knowledgeable in the language of the STEM disciplines.

How do you believe STEM education can improve a nation’s competitiveness?To ensure our long-term competitive advantage and prosperity, iTT and all U.S. companies must peer into the future—the sometimes distant future—and determine where we need to be and what our pur-pose will be in five, 10 or 20 years. We must have the ability to successfully look around corners, and this absolutely requires the strategic thinking, prob-lem solving and technological capabilities that the study of science, technology, engineering and math encourages. in addition, perhaps just as importantly, technology will continue to be an ever- increasing presence in our daily personal lives as well, and an understanding of STEM will be critical to an individu-al’s ability to compete in an increasingly technologi-cal world.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?in the 21st century, students—like most of us—have access to a lot of data but much less context for that information. To help students understand the value of studying science, technology, engineering

and math subjects, we need to help them put the information they have about these disciplines into perspective—framing the advantages of STEM edu-cation and careers from their point of view and their interests. We have to continually build our under-standing of students’ frame of reference and what makes them tick so that we can continue to dem-onstrate the relevance of STEM disciplines and the career and professional opportunities they provide.

What do corporations need to do to create more STEM careers and fill existing jobs?To broaden the STEM professions, corporate lead-ers need to have those traits and capabilities that encourage individuals across race, gender and nationality to pursue careers in science, technology, engineering and math, and that engage the wid-est possible participation in these careers. They must embrace diversity and become ever more trans-parent and open to an infinite variety of thoughts and viewpoints. leaders also support STEM when they are successful change agents within their own organizations, continually pushing their teams and colleagues to embrace actions and policies that help them hire, retain and develop the broadest spectrum of talent.

What do we need in the U .S . to continue to be at the top of global innovation?Today, our employees, customers, suppliers and other stakeholders come from all over the world representing a tremendous variety of perspectives and experiences. To create the best possible ideas, solutions, innovations and partnerships, we need to continue our progress in embracing diversity at all levels of our organizations. This nurtures talent across the broadest possible spectrum and ensures that all viewpoints, ideas and contributions are brought to bear on our innovation initiatives and challenges. n

denise Ramos is chief executive officer and president at iTT. She previously served as senior vice president and chief financial officer, and was responsible for all aspects of financial management and reporting for the global multi-industry company, as well as communi-cation to the investment community.

denise brings a unique background to her role as CEO that combines more than two decades in the oil and gas industry with signif-icant retail and customer-centric experience.

She began her career at Atlantic Richfield Company (ARCO) of los Angeles, Calif., where she spent 21 years in a number of increasingly responsible finance positions, including corporate general auditor and assistant treasurer, the position she held when the company was acquired in 2000 by British Petroleum.

denise then joined Yum! Brands inc. in louis-ville, Ky., where she was senior vice president and corporate treasurer. She also served as chief financial officer for the U.S. division of KFC Corporation. Prior to joining iTT in 2007, she served as chief financial officer for Furni-ture Brands international.

Ramos is a member of the Business Round-table and The Business Council. She serves on the Board of Trustees for the Manufac-turers Alliance for Productivity and innova-tion (MAPi) and was included in the Top 100 Women Leaders in Science, Technology, Engi-neering and Math publication by STEMcon-nector™.

Ramos holds an M.B.A. in Finance from the University of Chicago.

denise RamosChief Executive Officer and President ITT

iTT is a diversified leading manufacturer of highly engineered critical components and customized technology solutions for the energy, transportation and industrial markets. Building on its heritage of innovation, iTT partners with its customers to de-liver enduring solutions to the key industries that underpin our modern way of life. iTT’s long-standing brands include Goulds pumps, KOni shock absorbers, Cannon connectors and Eni-dine energy absorption devices. Founded in 1920, iTT is head-quartered in White Plains, n.Y., with 9,000 employees in more than 35 countries and sales in a total of approximately 125 countries. The company generated 2012 revenues of $2.2 bil-lion. For more information, visit www.itt.com.

“Our nation’s economic future depends on our ability to adapt and thrive in an increasingly technologically savvy world and use the disciplines of science, technology, engineering and math to determine the products, services and solutions that will keep us at the forefront of the global economy.”


John

son

& J

ohn

sonHow do you believe STEM education can improve a

nation’s competitiveness?i believe that health care is the number one issue fac-ing every country, and that it will continue to be for the foreseeable future. Constant innovation will be needed to meet the growing needs and demand for accessible and affordable quality health care among the aging global population and rising levels of middle classes in countries around the world. The answer rests well beyond products and services, and must include developing new and more effective strategies, systems and processes. The foundation for meeting this challenge is a commitment to well-funded and academically rigorous STEM education.

What do we need in the U .S . to continue to be at the top of global innovation?innovation in the workplace begins in the classroom with exposure to STEM focused projects, programs and curricula. So much of the global economy is driven by the technological workforce of today. if the United States wants to remain the economic and technological leader in the 21st century global marketplace, it must invest in STEM education. Our workforce must excel in science, technology, engi-neering and math. That’s where the jobs are today and will expand in the future. A STEM education is worth the investment and i believe the payoff will benefit society exponentially.

What area of STEM are you most passionate about?When i walk into a room with Johnson & Johnson sci-entists and researchers, i am always overwhelmed by their intellectual discipline and scientific passion, and when i witness their incredible advances, it is clear they are drawing on all of the STEM disciplines. This training enables our teams in today’s fast-changing world to live up to our responsibility to the doctors, nurses and patients, the mothers and fathers, and all

others who use our products, which Robert Wood Johnson delineated for us when he wrote Our Credo in 1943.

Where do you see the biggest area of opportunity in advancing STEM jobs/careers?The latest U.S. labor department statistics project that the 20 fastest growing occupations for 2014 and 2015 will require significant math and science backgrounds. Johnson & Johnson is the global health care leader today because of the talent and capabilities of our employees, and through the significant investments we make in research and development, we create both demand and oppor-tunities for highly skilled people who want to make a positive impact on society. Of course, we can’t predict what the next generation of scientists and innovators will come up with, but we know for sure they will need the foundation STEM training and dis-cipline affords.

What is your advice to those involved in promoting STEM Education?First, thanks for what you’re doing! This work is vital to the country’s future success. it is important to paint the big picture when it comes to STEM, and the story is not merely about examining mol-ecules and isolating viruses—though those tasks are vital parts of that story. The narrative we need to lay out is a much larger one. it speaks to solving global health problems that loom large before us— problems that do not respect geopolitical borders or disparities in age. A society educated and pas-sionate about science, technology, engineering and math can help solve those problems, and we are proud to have a role in supporting and inspiring students to pursue a STEM-focused education. n

Alex Gorsky is Chairman and Chief Execu-tive Officer of Johnson & Johnson. His broad understanding of science, technology, engi-neering and mathematics has helped him excel as a leader in the healthcare industry over the last two decades.

Alex began his Johnson & Johnson career as a sales representative with Janssen Pharma-ceutical in 1988, and over the next 15 years advanced through positions of increasing responsibility in sales, marketing and manage-ment. in 2001, Alex was appointed President of Janssen, and in 2003, he was named Com-pany Group Chairman of Johnson & John-son’s pharmaceuticals business in Europe, the Middle East and Africa. Alex left Johnson & Johnson in 2004 to join the novartis Pharma-ceuticals Corporation.

Alex returned to Johnson & Johnson in 2008 as Company Group Chairman for Ethicon, inc. in January of 2011, Alex was named Vice Chairman of Johnson & Johnson’s Execu-tive Committee. As Vice Chairman, Alex was

responsible for Johnson & Johnson’s Medical devices & diagnostics segment; the Johnson & Johnson Supply Chain, which includes a global network of 140 manufacturing facilities; the Company’s Government Affairs & Policy Group; the Company’s Health Care Compli-ance and Privacy Group; and the Johnson & Johnson development Corporation, the Company’s venture capital subsidiary.

A longtime advocate of diversity and inclu-sion, Alex was named the 2009 Mentor of the Year by the Healthcare Businesswomen’s Asso-ciation, an organization he has been involved with for many years. He has been the Executive Sponsor of two Johnson & Johnson employee resource groups, the Women’s leadership ini-tiative and the Veteran’s leadership Council. Alex holds a Bachelor of Science degree from the U.S. Military Academy at West Point, n.Y. and spent six years in the U.S. Army, finishing his military career with the rank of Captain. Alex earned a Master of Business Administra-tion degree from The Wharton School of the University of Pennsylvania in 1996.

Alex GorskyChairman and Chief Executive Officer Johnson & Johnson

Johnson & Johnson is the world’s largest and most broad-based health care company, providing products and ser-vices in the pharmaceutical, medical device and diagnostic and consumer sectors. Alex Gorsky, Chairman and CEO, leads approximately 128,000 Johnson & Johnson employees in our 275 operating companies around the world in meeting one single purpose—“Caring for the world, one person at a time.”

Our founders had deep backgrounds in science and engi-neering, and our 127-year history is grounded on delivering in-novations that have contributed to major medical advances inspired by STEM solutions. These include the pioneering of sterile surgical practices in the 19th Century, to delivering the first FdA-approved medicine for multi-drug resistant tubercu-losis in the past 40 years.

Johnson & Johnson aims to address significant unmet medi-cal needs around the world, and is incredibly proud that more than one billion healthcare consumers across the globe rely upon the use of our innovative products each day.

“if the United States wants to remain the economic and technological leader in the 21st century global marketplace, it must invest in STEM education."


John

son

Co

ntro

lsHow has your corporation coordinated investments in education with future workforce needs?Johnson Controls has partnerships with two Wiscon-sin universities. Our partnership with the Milwaukee School of Engineering provides a Johnson Controls laboratory on the campus to enable students to learn on full scale state of the art equipment. Stu-dents have access to experts from Johnson Controls. A high percentage of the graduates hold key roles in engineering positions.

The company also has a partnership with the Univer-sity of Wisconsin’s campuses in Madison and Milwau-kee through the creation of three storage research laboratories to develop next-generation batter-ies. This partnership attracts top-notch engineers to study and work in Wisconsin, while becoming a global research center for high-tech batteries.

What area of STEM are you most passionate about?Johnson Controls is committed to the entire spec-trum of STEM. To advance our products and services in the years to come the company will need the tal-ents of a dedicated and highly trained workforce.

What is the STEM initiative that your company has supported are you most proud?Johnson Controls is proud of all of our STEM initiatives. Some of our initiatives include:

• Board membership on STEM Forward Milwaukee

• A senior engineering leader in our Building Effi-ciency business supports and volunteers at Mil-waukee inner city all-girls high school engineering program

• Our Power Solutions business supports a Milwau-kee high school’s engineering curriculum

• A senior executive in our Power Solutions busi-ness is an avid and active STEM advocate

• Johnson Controls is a corporate sponsor for the 2013 regional and national Rube Goldberg High School Contest

How is your company connecting diversity initia-tives with STEM initiatives? Is this a part of your comprehensive strategy?Johnson Controls partners with two organizations dedicated to diversity. We partner with the informa-tion Technology Senior Management Forum (iTSMF) to attract, retain and develop a diverse pool of iT leaders. The mission of the iTSMF is to increase African American representation in iT at senior levels. John-son Controls supports two to three employees every year to receive training and leadership develop-ment from the iTSMF. The company also participates in quarterly iTSMF symposiums which give talented iT professionals exposure to Johnson Controls.

The company also partners with the national Action Council for Minorities in Engineering (nACME). The organization is dedicated to increasing the pool of engineering talent through scholarships and other support to minority students. nACME provides JCi access to a pool of qualified minority engineers across the country. Johnson Controls is represented on the board of nACME. n

Stephen A. Roell joined Johnson Controls in 1982. He became vice president and chief financial officer in 1991. He was named execu-tive vice president in 2004 and vice chairman in 2005. He became chief executive officer in 2007, chairman in 2008 and president in 2009.

Roell holds a Bachelor of Science in account-ing from St. Ambrose University.

Roell is a member of the Business Roundta-ble. He also serves on the board of directors for interstate Battery System of America, inc., Wheaton Franciscan Healthcare, Hunger Task Force, Boys & Girls Club and Medical College of Wisconsin.

Stephen A. Roell Chairman, President and Chief Executive Officer Johnson Controls

Johnson Controls is a global diversified technology and in-dustrial leader serving customers in more than 150 countries.

Our 168,000 employees create quality products, services and so-lutions to optimize energy and operational efficiencies of build-ings; lead-acid automotive batteries and advanced batteries for hybrid and electric vehicles; and interior systems for automobiles.

For more than 125 years, Johnson Controls has enjoyed tremen-dous global growth. Our employees around the world continue to enable the company’s success. They create quality and in-novative products, services and solutions for our customers. They seek new and better ways to improve how we work together. They make a difference in their community and for the world.

Johnson Controls employees have opportunity to learn and develop, to grow and perform to their fullest potential. They work in an environment that values their ideas, teamwork and personal safety.

“Johnson Controls is committed to the entire spectrum of STEM. To advance our products and services in the years to come the company will need the talents of a dedicated and highly trained workforce.”


K’N

EX B

rand

s, L

.P . a

nd T

he R

od

on

Gro

upWhy do you believe STEM Education/workforce development are critical to our nation’s future?STEM is the heart of innovation. innovation drives growth, profits & the roles of the future. There are 1 million unfilled manufacturing jobs in the US today. These jobs are unfilled because the employers can’t find people with the required skills. Manufacturing has changed dramatically in the past 20 years, with skilled jobs requiring computer skills, robotics and the ability to understand and operate complex equipment.

STEM Education and workforce development pro-vide students today with the skills they’ll need to obtain good jobs in the future—the very skills that employers need. Without tech-savvy workers, the number of unfilled manufacturing jobs will increase.

At K’nEX & Rodon, we’ve seen firsthand the resur-gence of local manufacturing, with a migration of business to China during the 1980’s and 1990’s. As wages increased in China and the price of transporta-tion rises, companies are returning to manufacturing in the States. Speed to market is a huge advantage and a domestic supply chain is key to that speed.

Our investment in advanced technology and more efficient equipment has given us a competitive edge over overseas manufacturers, so we are well poised in this new economic environment. We need employ-ees who have the ability to use this technology.

Today’s sophisticated manufacturing environment requires a higher degree of skill adaptability and entrepreneurial spirit from its employees.

How do you believe STEM education can improve a nation’s competitiveness?All across the country, skilled manufacturing workers are in great demand. These jobs are solid, well-pay-ing, long-term careers. STEM education prepares stu-dents for these careers. STEM education fosters critical thought, science literacy and innovation. innovation requires education. Workers with STEM credentials are better educated. in 2011, 53 percent of all manufac-turing workers had at least some college education, up from 43 percent in 1994. Source: U.S. department of Commerce Economics and Statistics Administration

STEM educated workers with less than a bachelor’s degree still enjoyed greater earnings (more than 30%) compared to those without STEM education. Each manufacturing job supports as an average of 2.9 other jobs in the economy. A commitment to developing future generations of innovators must become a priority of the federal government, pub-lic and private industry and educational institutions.

Beyond Standards, what are the first steps we should take to curb the STEM education crisis?Progress proceeds at the speed of trust, so we, (busi-nesses, educators, and government), need to collabo-rate to build the trust required as a foundation of STEM to take root and grow. Corporations need to work with educational institutions to insure that STEM programs that align training and education with anticipated

workforce needs are being developed and imple-mented in Pre-K through high school classrooms.

For example, The Rodon Group has developed its own apprenticeship program. Students are given the opportunity to learn tool and die making in a hands-on environment. These future industrial tech-nologists must have a strong background in math and science skills. Coursework in metal working and machining is also very desirable. From there, Rodon will help develop the manufacturing skills needed for tomorrow’s innovative manufacturing environment.

We are also a founding member of The Bux-Mont Manufacturing Consortium, a group of local man-ufacturing companies Bucks and Montgomery Counties, working to advance the STEM skills and education needed for the future.

What do corporations need to do to create more STEM careers and fill existing jobs?Corporations need to lead by example and show the pathways of opportunity. K’nEX and Rodon actively work with local community colleges and technical schools to make sure students—prospec-tive employees—are getting the skills they need to work at companies like ours. Anyone who intends upon using manufacturing equipment as part of their career needs math and computer skills.

Many companies nationwide are currently working short-handed because it is hard to find workers with the skills they need. By partnering with local schools we are taking an active role in training potential future employees, ultimately ensuring that we can fill job openings with skilled workers.

Students in the programs we work with get the math, science and computer skills they’ll need for jobs that entail building and operating robots. When they begin working at our facility, they learn the manufacturing process, which we run with com-puters and robots. As our workforce gets older and people retire, we need a pipeline of highly trained people ready to step in. By partnering with schools, we become the employer of choice.

What is the STEM initiative that your company has supported are you most proud?We are America’s only building STEM solution. We design and provide over 25 K’nEX Education STEM sets for classroom use. Each set provides a complete STEM solution, focusing on STEM concepts taught in sequences that build upon each other and have real-world applications. Teacher guides include inquiry-based lessons that challenge students as they build, investigate, problem solve, discuss, and evaluate scientific and design principles in action. it is literally innovation in action.

This hands-on, inter-disciplinary approach gives students the skills and knowledge they need to become lifelong learners who can solve problems, think critically, work collaboratively and adapt to change in today’s technologically evolving world. n

Michael Araten is the President and CEO of K’nEX Brands, l.P. K’nEX Brands has two pri-mary business units, K’nEX, lPG (the toy man-ufacturing, marketing, design and distribution company) and The Rodon Group (a highly automated plastics injection molder with a focus on small parts used in over 100 indus-tries, including food, beverage, windows, con-sumer packaged goods, construction and toys). K’nEX is distributed to over 40 countries, and over 95% of the component parts are made at The Rodon Group.

Founded in 1992, K’nEX Brands, the world’s most innovative construction toy company, was established to make and sell what has become one of the world’s leading inte-grated construction systems for children. From the living room to the classroom, K’nEX has building toys specially designed for every age group and skill level.

Prior to joining K’nEX in 2005, Araten served as Chief litigation Counsel to Toll Brothers, inc.

as well as Senior Vice President and Corpo-rate Counsel to O’neill Properties Group. in those capacities he was responsible for risk management, regulatory approvals, human resource issues and the management of over 100 law firms in 21 states.

As President and CEO, Araten is responsible for all strategic and day to day operations of the company, and is a member of the K’nEX Board of directors. He speaks regularly on topics including advanced manufacturing, the toy industry, re-shoring, global competi-tiveness, entrepreneurship and innovation and has appeared on CnBC, Cnn, Bloom-berg news and Fox Business news.

Mr. Araten holds a B.A. in Political Science from Stanford University, and a J.d. from the Univer-sity of Pennsylvania. He is currently a member of Vistage, SMARTCEO and CEOintronet.

He resides in Gwynedd Valley, Pennsylvania with his wife, Ellen and their two children.

Michael AratenPresident and Chief Executive Officer K’NEX Brands, L .P . and The Rodon Group

Founded in 1992, K’nEX Brands, the world’s most innovative construction toy company, was established to make and sell what has become one of the world’s leading integrated con-struction systems for children and is America’s STEM building solution. Winner of over 250 international awards and recog-nitions, K’nEX, America’s building toy company, is focused on Building Worlds Kids love and encourages youngsters to “imagine, build and play.” From the living room to the class-room, K’nEX has building toys specially designed for every age group and skill level. The K’nEX family of brands includes K’nEX Building Sets, K’nEX Thrill Rides, K’nEX Education, lincoln logs®, Tinkertoy®, nASCAR®, Angry Birds™, Mario Kart Wii™, Mario Kart 7™, Super Mario™, PacMan™ and more. Since 1992, The Rodon Group, a subsidiary of K’nEX Brands, l.P., has manufac-tured over 31 billion parts for the K’nEX building toy system. Join us as we help build the leaders of tomorrow. For more informa-tion, please visit www.knex.com or www.rodongroup.com.


Ke

min

Ind

ustr

iesWhy are STEM education and workforce develop-

ment critical to our nation’s future?Every study shows the same alarming trend regard-ing our world’s population growth and the need to create more food with fewer resources. Thankfully human ingenuity is now supported by the most amaz-ing technology and innovation ever known to man. There is no doubt that in the next 20 years the most important advancements in all fields whether that is manufacturing, bio-sciences, research or medicine will be made through technology.

While technology is at the heart of what is needed, it alone is not the answer. it takes people. Only through those trained in Science, Technology, Engineering and Mathematics (STEM) will we, the United States especially, be able to both support and compete in the global economy.

What do leaders need to effectively support the advancement of STEM education?As a leader it takes a full understanding of critical issues and the ability to communicate a shared pur-pose to a team of well-trained and inspired people. While this leadership is important, it is people with the right skills and education that will have the greatest impact. That’s why we support programs that inter-est young people in the sciences. We want to dem-onstrate to students the enormous impact they can have not only on their lives but the lives of others. We believe many of them will see science and technol-ogy are the tools by which they can affect or create just about anything.

How has Kemin made investments in STEM?The Science Center of iowa is where we make some of our most significant investments. in 1970 the Sci-ence Center of iowa opened its doors as one of the first interactive science centers in the world. At the time, hands-on programs and exhibits were consid-ered “new wave”—now we know such interaction is the most effective way for children to engage and learn.

And we don’t stop with children. We know that infor-mal science education is one of the best ways to not only inspire young people but to also engage their parents and grandparents, especially when it comes to the technology they use and need in today’s world. We also frequently host tours for stu-dents and community leaders to interact with Kemin scientists and researchers. it makes science tangible, memorable and “real” to those who have never seen applied science.

Where do you see is the biggest area of opportunity advancing STEM jobs and careers?The biggest opportunity will come through the recruiting and engagement of more women in sci-ence. We know women have the intelligence, cre-ativity and ability but areas of STEM continue to be male-dominated. i believe much of our future suc-cess will hinge on doubling the number of students interested in STEM-related areas of study and that means a focused effort on programs to engage girls and women.

How is Kemin connecting diversity initiatives with STEM initiatives?We’ve understood that diversity is the key to creativ-ity and that diversity means we have ideas coming from all sorts of people, regardless of race, gender or background. This diversity is absolutely critical in our creative process.

What are some of the STEM initiatives your com-pany is supporting?• Science Center of iowa—Provide financial sup-

port that makes it possible for students and fami-lies to experience world-renowned interactive exhibits and programs. We were instrumental in helping raise funds for the construction of a new $62 million Science Center several years ago.

• Tours—Company representatives regularly give tours to students and community leaders, offering direct interaction with scientists and researchers.

• Externship program - Kemin regularly hires teach-ers as externs during the summer through the iowa Mathematics and Science Education (iMSEP) externship program. This provides teachers with real-world experience, working alongside our sci-entists, that they can apply in the classroom.

• Member of the iowa STEM Advisory Council

• Member of iowa Biotechnology Association

• Member of the iowa innovation Corporation.

What do you think we need to do in the U .S . to con-tinue to be at the top of global innovation?There is no question that the U.S. educational system has been able to produce the most creative and most productive minds in the last 100 years. The ques-tion is how to continue this in the next 100 years. The key is to help students see that a background in sci-ence, technology, engineering and math is going to be an essential part of their lives. Just as learning how to use a cell phone is critical for their communication. We need to demonstrate relevance and impact. n

described as an industry pioneer with a Ph.d. in biochemistry, dr. Chris nelson of Kemin industries joined the company as its research director in 1980 and was named the president and CEO in 1993. Under his direction, the company has quadrupled in size and now operates in 90 countries with manufacturing facilities in Belgium, Brazil, China, india, italy, Singapore, South Africa and the United States.

Especially important to dr. nelson is STEM edu-cation and ensuring the availability of talent. Eighty percent of the company’s growth is driven by its scientific discoveries and made available by the manufacturing and distribu-tion of approximately 500 specialty ingredients for the global feed and food industries as well as the health, nutrition and beauty markets.

in 2010, during the economic crisis and just one year before the company’s 50th anniver-sary, dr. nelson announced a five-year expan-sion plan that is adding six new manufacturing facilities, three new research facilities and a new corporate headquarters building in des

Moines, iowa (U.S.A). This will create hundreds of STEM-related jobs.

He received his undergraduate training at northwestern University and his Ph.d. in bio-chemistry and biophysics from Washington State University. He is the holder of 15 pat-ents, was named Entrepreneur of the Year for life Sciences in the Central Midwest by Ernst & Young, and has authored numerous peer-reviewed, published research studies.

dr. nelson serves on the board of a lead-ing international corporation, the national institutes of Health Technical Advisory Com-mittee, national Forum for Agricultural Execu-tives Council, Greater des Moines Habitat for Humanity, Community Foundation of Greater des Moines, and the Mercy Foundation. He has a passion for science education and serves on the Board of the Science Center of iowa, where he helped raise funds for the construc-tion of a new $62 million Science Center.

dr. Chris nelsonPresident and Chief Executive Officer Kemin Industries

Kemin is a privately held bioscience company that re-searches and manufactures molecules to deliver important nutrition and health benefits through products consumed by people and animals. The company has more than 500 spe-cialty ingredients, nearly 2,000 employees and operates in 90 countries. Common STEM careers include accounting, infor-mation technology, market research and engineering. As a bioscience company, Kemin employs hundreds of scientists with a wide range of expertise—biology, chemistry, organic chemistry, analytical chemistry, biochemistry, microbiology, physics, biophysics, agronomy, plant biology, chemical en-gineering, and more. in addition, Kemin has an extensive in-ternship program that provides practical, “hands-on” learning experience for students in their field of study. Kemin employs more than 20 interns at its headquarters in des Moines, iowa, every summer where they have an opportunity to apply their classroom education in a professional setting.

www.Kemin.com


Why do you believe STEM education/workforce development is critical to our nation’s future?As the economy evolves relentlessly toward digitiza-tion, machine intelligence, and analytics, STEM edu-cation and workforce development are critical to our nation’s continuing competitiveness. KPMG’s cli-ents affirm this. Many companies—especially those operating on the forefront of technological innova-tion—are concerned that unless the U.S. focuses on STEM education, our nation won’t have the steady stream of talented workers needed to compete in a global marketplace. it’s estimated that only a third of bachelor’s degrees earned in the United States are in a STEM field, compared with about 50% of uni-versity degrees earned in China, and approximately 60% in Japan. From the standpoint of workforce development, data from the Obama Administration spotlight the opportunity. in 2011, the White House noted that STEM occupations will grow by 17 per-cent over the next decade, compared to about 10 percent for other occupations.

What traits do corporate leaders need to effectively support and advance STEM education today?A big key is self-awareness. leaders must have an understanding of the skills and experiences their organizations need to succeed. it’s not always easy. Markets are changing rapidly. in the U.S., and glob-ally, there’s a lot of disruption—economically, socially, and technologically. Today’s enterprises are more complex; business models are transforming. Knowing where your organization fits within all of that change is key to knowing, first, that you are reliant on STEM dis-ciplines for success; and second, where and to what extent you need to support and advance educa-tion. For example, at KPMG our “Auditor of the Future” initiative gives us a forward-looking understanding of the skills and experiences our professionals need to successfully serve clients. Many of these skills fall within the STEM disciplines, in areas such as data and analytics, iT systems, controls, and processes.

What area of STEM are you most passionate about?While all four are important, at KPMG, we are espe-cially passionate about technology and mathemat-ics because the services we provide to our clients will be increasingly reliant on these disciplines. For exam-ple, “Big data” is driving significant changes in how our clients seek insights from structured and unstruc-tured data; how they leverage data as an asset to make important decisions, operate more efficiently, and accelerate their speed to market. in addition, they’re wrestling with trends such as the “consumer-ization” of technology, which has shifted iT adoption momentum from the enterprise to employees and customers. Most enterprises are challenged to repo-

sition their businesses in the face of these changes, and are looking to firms like KPMG for significant help to address both the challenges and the oppor-tunities.

How is your company connecting diversity initia-tives with STEM initiatives? Is this a part of your comprehensive strategy?diversity is a major component of KPMG’s business strategy, and our KPMG Foundation is a celebrated pioneer in efforts to enhance the linkages between business and higher education. At a graduate level, for example, the Foundation’s Minority Accounting doctoral Scholarships help to further increase the completion rate among African-American, Hispanic-American and native American doctoral students. KPMG’s nationally-renowned “Phd Project” works to increase the diversity of business school faculty by attracting African-Americans, Hispanic-Ameri-cans, and native Americans to business doctoral programs and by providing a network of support during their doctoral studies. Since its inception in 1994, the Project has helped to triple the number of minority business professors. Further, the “Phd Project doctoral Students Associations” (dSAs) help sustain a high level of commitment and sense of connec-tion among minority doctoral students in business through networking, joint research opportunities, peer support, and mentoring. As a result, 92 percent of dSA members have completed or are continuing in their doctoral programs, compared with 70 per-cent among doctoral candidates generally.

What counsel would you provide around “collabo-ration to achieve success” in STEM education and work force?Simply put, get involved. When business collaborates with academia, needs get identified and skills and experiences get transferred more efficiently and effectively. Today, hundreds of KPMG’s partners and professionals are actively engaged with universities across the U.S.; volunteering their time and talents in the classroom as instructors, serving on commit-tees and advisory boards, and offering consultative advice on a pro bono basis in areas such as curric-ulum development. We help fund Phd candidates from the profession, invest in academic research programs and business case-study competitions for students. We also hire professors from campus to teach our KPMG “Business School” courses. This activity helps to strengthen the link between real-world issues and that which gets taught in the class-room. n

John Veihmeyer is Chairman and CEO of KPMG llP in the U.S. and Chairman of KPMG international’s Americas region. He is an influ-ential voice on business and financial issues, including ethics, diversity, audit quality, risk, governance, and education—and has been consistently named one of the “Top 100 Most influential People in Accounting” by Account-ing Today magazine, and as one of the “Top 100 Most influential People in Corporate Gov-ernance” by Directorship Magazine. He is a member of the Governing Board for the Cen-ter for Audit Quality, and sits on the Business Advisory Council of the Mendoza College of Business at his alma mater, the University of notre dame.

Veihmeyer is a member of the board of Cat-alyst, helping to expand opportunities for women and business. in 2011 he received the CEO leadership Award from diversity Best Practices for his commitment to diversity. With his wife Beth, he drives KPMG’s commitment to education through the firm’s “Family for lit-

eracy” program, which in the last five years has provided more than two million books to low-income children.

Among his philanthropic and civic activities, Veihmeyer serves as chair of CEOs Against Can-cer in greater new York, and is a board mem-ber of the Committee Encouraging Corporate Philanthropy. He serves on the Business-Higher Education Forum’s Executive Committee; is a member of the British-American Business Council’s international Advisory Board; and is a member of the Business Roundtable and the Partnership for new York City.

Veihmeyer previously served on Chairman Christopher Cox’s SEC Advisory Commit-tee on Smaller Public Companies. Addition-ally, he’s served as a member of the Board of Trustees of Saint Mary’s College; as Board Chairman of the Cultural Alliance of Washing-ton d.C.; and as a member of the Executive Committees of the Federal City Council and Greater Washington Board of Trade.

KPM

GJohn VeihmeyerChairman and Chief Executive Officer KPMG U .S . Chairman, Americas Region KPMG International

KPMG llP is a market-leading provider of audit, tax, and advi-sory services to businesses and governments worldwide, and a nationally-recognized great place to work and build a career. Our team of smart, passionate, high-performing professionals helps our clients and communities solve their complex chal-lenges. As the U.S. member firm of KPMG international, which employs over 150,000 people and operates in more than 150 countries, we adopt a global approach to helping busi-nesses, governments, public sector agencies and non-profits respond to change and disruption in their markets. Our high-performance culture is rooted in a set of shared values such as integrity, teaming, open and honest communication, and respect for the individual. Beyond good business practices, KPMG is also recognized for our efforts to improve our com-munities, protect the environment, and support education—including the advancement of our nation’s focus on STEM.


Leno

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roupHow has your corporation coordinated investments

in education with future workforce needs? On a global scale, we are fiercely competitive in the PC, tablet, and smartphone arenas, as well as a leader in the education market for PCs. Some of our recent investments in STEM education include:

• An annual commitment of up to one percent of our pre-tax income to programs and initiatives that serve society; one of lenovo’s key platforms is education, and we support investments in both K-12 and higher education.

• ThinkTank, lenovo’s premiere annual education event and professional development confer-ence, brings together K-12 and higher educa-tion institutions globally to share best practices on using technology to enhance teaching and learning.

• investment in The Harpeth Hall Center for Girls in nashville, Tennessee to elevate The Center for STEM Education for Girls to an international scale.

• Partnership with the national Academy Founda-tion and MiT to launch curriculum to teach stu-dents to create their own mobile apps.

• A 2011-2012 “Space lab” partnership with You-Tube to challenge 14-18 year olds to design a science experiment to be performed on the international Space Station.

• donation of proceeds of sales to help STEM-related organizations (i.e. recent support of the north Carolina Science Olympiad).

• lenovo sits on the Board of innovate + Educate, an nGO focused on improving STEM education and closing the workforce skills gap.

What is the STEM initiative that your company has supported are you most proud?Beginning in 2011, lenovo partnered with the national Academy Foundation (nAF) to teach mobile application development to high school students across the U.S. to encourage greater stu-dent interest in STEM subjects and prepare them for the 21st century workforce. Five schools from nAF’s network of career academies participated in the semester-long program, and lenovo provided a package of technology products to aid each school. Student teams used the technology to develop a working wireframe, business plan and implementa-tion schedule for an Android-based mobile applica-tion. At the end of the semester, lenovo and nAF selected 18 of the top students and sent them to Washington, d.C. to present their projects at the annual professional development summit, nAF next. The program is one of lenovo’s proudest achieve-ments, and we hope to expand the project to more of nAFs schools in the coming years.

What is your advice to those involved in promoting STEM education?lenovo’s “2011 Global Student Science and Tech-nology Outlook” multi-country survey revealed that many students lack the confidence that they will have the technology background needed for tomorrow’s workforce. Technology companies, organizations, and professionals in particular can play a key role in reversing this trend by:

• Seeking out partnerships with schools and gov-ernments at the local, national, and international levels to raise awareness of this growing issue;

• Getting involved to teach students and grow their personal confidence and understanding of STEM studies;

• And introducing students to the many different elements and offerings of STEM careers.

How do you believe STEM education can improve a nation’s competitiveness?in the PC+ Era, we are witnessing a fierce battle over talent as graduates are increasingly willing and able to relocate for the best job on the market.

The whole world is excitedly awaiting the next major STEM advancement. We are seeing STEM profession-als identified for recruitment as early as high school, as companies and governments look to leverage these students’ skills to fuel their country’s growth. The race for the best talent is leading to impressive new technological advancements not only in consumer technology, but also outside our industry as STEM-educated professionals are enhancing national infrastructure, curing diseases, and exploring space.

This competitiveness starts with a strong STEM edu-cation system, with teachers and professors who can foster this talent and encourage students to pursue STEM careers.

Why do you believe STEM Education/workforce development is critical to our nation’s future?Our strong education and workforce development programs have enabled our computer engineers to look at the traditional PC and think of its next evolutions—the latest iterations of tablets, convert-ibles, and mobile technology—that have become essential to our workforce productivity, research and learning in schools, and everyday life.

Our nation’s—and our world’s—toughest chal-lenges will be solved by scientists and engineers. The country is dependent on a combination of strong talent, training, and passion that is required for our STEM professionals to succeed.

But the World Economic Forum’s latest Global Com-petitiveness Report (2012-2013) ranks the United States as no. 47 out of 144 countries for quality of math and science education, and 7th overall for global competitiveness. it will take significant dedi-cation across both the public and private sectors to reverse this trend. n

Mr. Gerry Smith leads lenovo’s Americas busi-ness unit that covers the U.S., Canada, Brazil and the rest of latin America, with responsibility for sales, marketing, operations and customer service to attain the company’s revenue, unit volume and profit objectives in these territo-ries. Prior to assuming his current role in novem-ber 2012, Mr. Smith was the head of the Global Operations organization, which encompassed the end-to-end supply chain, procurement, supply/demand planning, quality manage-ment and customer services, among other functions. He also served as executive sponsor of the company’s corporate lean Six Sigma program and chairman, Board of directors of lenovo’s development and manufacturing joint venture with Compal Electronics.

Mr. Smith also oversees lenovo’s STEM educa-tion initiatives in the U.S., which involve donat-ing equipment, providing cash contributions and lending lenovo’s expertise to schools and related organizations. lenovo supports education investments in both K-12 and higher education.

Since joining lenovo in August 2006, Mr. Smith served as senior vice president, Global Supply Chain, leading lenovo’s end-to-end supply chain operations, which encompass order manage-ment, supply/demand planning, procurement, manufacturing, logistics, and customer fulfillment.

during these six years, Mr. Smith led a significant transformation of the company’s global supply chain, making its operations more agile, efficient and cost competitive, while showing dramatic improvements in all key performance metrics and elevating overall customer satisfaction. For his accomplishments, he earned the 2009 Sup-ply Chain Executive of the Year award at the SCM logistics World 2009 conference.

Mr. Smith holds a bachelor’s degree in Finance and Marketing from Pacific lutheran University.

Gerry P. SmithPresident, Americas Group Senior Vice President, Lenovo Group

lenovo is a US$34 billion personal technology company—the second largest PC maker worldwide and an emerging PC Plus leader—serving customers in more than 160 countries. dedicated to building exceptionally engineered PCs and mobile internet devices, lenovo’s business is built on product innovation, a highly-efficient global supply chain and strong strategic execution. Formed by lenovo Group’s acquisition of the former iBM Personal Computing division, the Company develops, manufactures and markets reliable, high-quality, secure and easy-to-use technology products and services.

lenovo is a global industry leader in the education market (#1 worldwide in the education sector) and is uniquely posi-tioned to make a sustainable difference through its support of education related programs and initiatives. lenovo aims to advance, enhance and extend education at all levels through its industry leading products and technologies, com-munity investments and program sponsorships.


LEo

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ALYAt lEO A dAlY, we’re passionate about architecture,

engineering, planning, and interior design, all profes-sions that require grounding in science, technology, engineering, and math (STEM). Whether we’re plan-ning a campus, designing a building, engineering a control tower, or calculating the materials required for elegant and long-lasting interiors, we’re applying STEM concepts every day. We bring creativity and innovation to each STEM task, and we believe the combination is a powerful one—not just in our field, but in multiple fields critical to our nation’s future. We encourage our designers and engineers to dream and envision, to think critically, and to always try new things, because history tells us that many of our nation’s most innovative solutions emerged from repeated experiments. Today technological tools like Building information Modeling software allow us to experiment virtually—identifying a building’s design issues before construction ever begins. We think advancing tech-nologies will contribute in similar ways to our quest for sustainable building solutions.

For a building to succeed, every aspect of its design—from how it is structured to the size of its mechanical systems to the materials used—must be integrated and harmonious. And because each of a building’s elements are designed and configured by different professionals—an architect for one, an engineer for another—such integration requires con-stant collaboration. We determined long ago that multidisciplinary project teams—whose members sit together and talk with each other—head off poten-tial design issues before they become problems. And that makes a client’s project smooth and headache-free. Our firm pioneered this STEM-friendly way of working in the architectural industry, and we apply it successfully in other ways—via cross-company train-ing, development, and a leadership institute involv-ing team members from every department, role, and responsibility level.

We believe strongly in the role of STEM in everything we do, and we invest accordingly in programs that educate and train the professionals we want to hire. Through our nearly 100 years in the architecture/engineering/design business, we’ve sent cadres of lEO A dAlY volunteers into STEM classrooms to serve as teachers and mentors; we’ve provided job shad-owing to any student eager to observe our work and how we go about it. We’ve also committed steady financial support to STEM endeavors; for 40 years we’ve contributed funding for an international schol-

arship within the University of nebraska’s school of architecture (we have been headquartered in Omaha since our company’s founding there), and we support the Society of American Military Engi-neers’ mentoring program, a natural fit for a firm like ours who regularly partners with the Federal govern-ment on veterans’ hospitals and other facilities. Our executives have also been active in raising nearly $2 billion in funds for the University of nebraska, an amount which includes $8 million dedicated to the school of architecture and engineering.

We’re very proud of one STEM initiative in particu-lar—our support of the Peter Kiewit institute, a high-technology learning and research institute that is home to 1500 students from two University of nebraska colleges—Engineering and Sciences and Technology. An important part of the institute’s mis-sion is to develop a high-tech workforce to meet industry, business and government needs, and we consistently hire well-trained Kiewit graduates. But we don’t just hire Kiewit grads—we put them to work on projects that are proof of the value of the curriculum. This year the institute recognized lEO A dAlY with its Architectural Engineering Outstanding Alumni Project Award for that very reason. We’re a longtime supporter of the Kiewit institute in other ways as well; a lEO A dAlY exec serves on the insti-tute’s professional advisory board and on its entre-preneurial awards program board, which evaluates applicants largely on STEM criteria.

When it comes to promoting STEM education, we acknowledge our bias for architecture and engi-neering. We believe in the strength, beauty, and appropriateness of a well-designed building, we thrive on making them a reality for each of our cli-ents, and we think there is nothing more exciting than doing so. But it isn’t just our conviction for what we do that attracts the future generation of archi-tects and engineers to our field and our firm. it’s our willingness to lead by example, to actively engage in STEM education, and most importantly to offer varied career paths and worldwide work opportuni-ties. We succeed by hiring smart, well-educated stu-dents—men, women, minorities—who are as excited about the design world as we are—and by putting them to work on projects that use their knowledge and ideas. We value their skills, talent and enthusi-asm, and there’s no bigger draw than that. n

leo A daly iii, FAiA, RiBA, FRAiA, is Chairman and CEO of lEO A dAlY, a U.S.-based inter-national architecture, planning, engineering and interiors firm. As such, he leads a team of professionals schooled in STEM disciplines who put their education and experience to work every day designing beautiful, comfort-able, safe, and sustainable buildings.

Mr. daly, who holds professional registration as an architect in 48 states and several coun-tries, received his degree from The Catholic University of America in Washington, d.C. and is a member of its Board of Trustees. in 1981 he became chairman of the architectural firm founded by his grandfather and nurtured by his father. Since then, he has provided vision-ary guidance for the firm’s many professionals who serve as teachers, mentors, advisors, and jurors for students preparing for STEM design careers.

A supporter of STEM education, Mr. daly believes in combining professionals from engineering, architecture, planning, and inte-rior design into teams, assuring easy com-munication and headache-free projects for clients. His own teaming skills have garnered him international relations awards from the Hashemite Kingdom of Jordan, the Republic of italy, and the government of Hong Kong, SAR. The firm’s Cheung Kong Center there is a towering example of STEM proficiencies.

Mr. daly is a Fellow of the American and Aus-tralian institutes of Architects and has been awarded the Society of American Military Engineers’ Urbahn Medal in recognition of his work in architecture, particularly leading the design and construction oversight teams of the national World War ii Memorial in Wash-ington, d.C.

leo A daly iii Chairman and Chief Executive Officer LEo A DALY

Established in 1915, lEO A dAlY is an international architec-ture, planning, engineering, and interior design firm. The com-pany’s portfolio includes projects in 87 countries and all 50 states. With nearly 900 employees in 31 offices worldwide, the firm ranks in the top 10 largest design firms in the United States and top 25 globally.

lEO A dAlY’s notable work includes Ronald Reagan Washing-ton national Airport, the national World War ii Memorial, the J. Craig Venter institute for Genomic Research, the Pope John Paul ii Cultural Center, and the italian Chancery, Washington, d.C.; Our lady of the Angels Cathedral and Tom Bradley int. Terminal, los Angeles, CA; the UnlV lied library and Vdara Hotel and Spa, las Vegas, nV; the Casino del Sol, Tucson, AZ; the Midwest Regional Headquarters of the national Park Ser-vice, U.S. department of the interior, Omaha, nE; the Cheung Kong Center, Hong Kong, SAR; and Repsol YPF Technology Center, Madrid, Spain.


Lock

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tion Why do you believe STEM Education/workforce

development is critical to our nation’s future?As a generation of scientists, engineers and math-ematicians begins to retire, the important technol-ogy positions they leave are becoming increasingly difficult to fill with new talent. To remain competi-tive, the United States must recognize this gap and emphasize the importance of STEM education and careers. Success depends on collaboration among industry, educators, policy makers and families. As an industry leader, lockheed Martin is committed to working with these groups to develop programs that educate and inspire tomorrow’s scientists, engi-neers and mathematicians. Our future success—and our nation’s technological advantage—depend on a constant supply of highly trained, highly capable technical talent. As a corporation, we are commit-ted to supporting programs, events and campaigns that focus on student achievement and teacher development to further STEM education.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?We need to show them how rewarding a STEM career can be. Earning a degree in science, tech-nology, engineering and math can be challenging and requires a difficult course load in high school and college. it’s not easy, but it will prepare them for an extremely rewarding and exciting career. At lockheed Martin, our engineers, scientists and math-ematicians make a difference every single day. They lead the industry in innovation—from interplanetary space travel—to fighting cyber criminals—to build-ing the world’s only multi-mission 5th generation fighter jet. As industry leaders and role models, we need to help students from all background see the benefits of pursuing these careers, the importance of this work to our nation, and how fulfilling it can be. We also need to break down the stereotypes that sometimes discourage women and minorities to pur-sue these vital careers.

What STEM initiative that your company has partici-pated in are you most proud to support? At lockheed Martin, we support a variety of STEM ini-tiatives and organizations. We are especially proud

of Engineers in the Classroom, our K-12 STEM educa-tion outreach initiative, which includes programs like FiRST Robotics, Team America Rocketry Challenge, 4-H Robotics Clubs, and Project lead The Way. Each of these programs enables lockheed Martin engi-neers to work directly with students, which benefits both the students and our employees, who love to share their passion about their profession. By directly engaging in fun, hands-on activities, we hope to educate and inspire students to pursue STEM careers.

How is your company connecting diversity initia-tives with STEM initiatives? Is this part of a compre-hensive strategy? We recognize women and minorities are underrep-resented in STEM fields. As an example, we know that of all the women who seek a STEM education, only 26 percent of them achieve STEM careers. We can-not afford to leave this kind of talent on the table. Ensuring we have the necessary talent to continue to innovate is imperative. So for us, there’s a critical connection between our company’s diversity initia-tives and our STEM initiatives, which is an intentional component of our overall strategy. We see great value in aligning these initiatives and seek non-profit partnerships that successfully support women and underrepresented minorities pursuing STEM fields. Our support for the national Action Council for Minorities in Engineering and the Hispanic College Fund are just two examples.

Where do you see the biggest area of opportunity in advancing STEM jobs/careers?We need more mentors and role models for our stu-dents … people who can advise them about a STEM career and help them get on the right track. We also need to identify and communicate more success stories that students can relate to. They need to be able to see themselves in a STEM career, and that requires showcasing people who have had success in STEM careers. Teachers also play a vital role. We need to provide teachers with tools to spark the imaginations of young students and show them that STEM is fun and rewarding. Simply put, it takes lots of good people who can interact with students and guide them toward a STEM career. n

Marillyn A. Hewson is Chief Executive Officer and President of lockheed Martin Corpora-tion. Prior to assuming that role on Jan. 1, 2013, she held a variety of increasingly responsible executive positions with the Corporation, including President and Chief Operating Offi-cer, and Executive Vice President of lockheed Martin’s Electronic Systems business area. She is also a member of lockheed Martin’s Board of directors, elected nov. 9, 2012.

in her 30 years with lockheed Martin, Ms. Hewson has held several operational lead-ership positions including President of lock-heed Martin Systems integration; Executive Vice President of Global Sustainment for lockheed Martin Aeronautics; President and General Manager of Kelly Aviation Center, l.P., an affiliate of lockheed Martin; and President of lockheed Martin logistics Services. She has also served in other key corporate executive roles, including Senior Vice President of Cor-porate Shared Services, Vice President of Global Supply Chain Management, and Vice President of Corporate internal Audit.

Ms. Hewson chairs the Sandia Corporation Board of directors and serves on the Board of directors of duPont. She also served on the Board of directors of Carpenter Tech-nology Corporation from 2002 through 2006. She serves on the USO Board of Governors, is a member of the Economic Club of Wash-ington, d.C., and the University of Alabama’s Culverhouse College of Commerce and Busi-ness Administration Board of Visitors. She also serves as Steering Committee Chair for the defense industry initiative, a nonpartisan, non-profit association of responsible U.S. defense companies committed to conducting busi-ness affairs at the highest ethical level and in full compliance with the law. Ms. Hewson was selected by Fortune magazine as one of the “50 Most Powerful Women in Business” in 2010, 2011 and 2012, and was named by Forbes as one of the “World’s 100 Most Power-ful Women” in 2013.

Marillyn A. HewsonChief Executive Officer and President Lockheed Martin Corporation

Headquartered in Bethesda, Md., lockheed Martin is a global security and aerospace company that employs about 118,000 people worldwide and is principally engaged in the research, design, development, manufacture, integration, and sustainment of advanced technology systems, products, and services. The Corporation’s net sales for 2012 were $47.2 billion.

As a member of the community, lockheed Martin strives to be a valued partner to our neighbors, our nation and our ally countries. The Corporation supports a wide range of diverse and sustainable STEM activities that reach educators and students from elementary school through college. As an industry leader, lockheed Martin is proud to do its part to ease the nation’s looming shortfall in technical talent.


Ma

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Why do you believe STEM Education/workforce development is critical to our nation’s future?it was STEM-related fields that drove much of the U.S. excellence and prosperity in the 20th century from the Model T to building the interstate system to space exploration. And there’s no question, the fields that make up STEM are even more critical to U.S. suc-cess in the 21st century. They’re the very ones driving U.S. innovation, productivity, and global competitive-ness. We see them at work across the spectrum of U.S. products from robotics to defense avionics to social media. in short, STEM education is one of our lifelines to the future. Yet, in study after study, younger people in America are ranking below other devel-oped countries in science and math. So much so, we’re in a position where our competitive advan-tage is being threatened. That has to change and that’s why STEM remains so vital.

Beyond Standards, what are the first steps we should take to curb the STEM education crisis?One of the key first steps is to rethink how math and science are taught at an early stage. How we teach these disciplines must spark the curiosity of younger students. At the same time, it must also create the building blocks of critical thinking necessary for success in higher education and after that in the marketplace. And the onus isn’t just on schools. We can’t, of course, overstate the critical role of parents in encouraging their kids to pursue STEM opportu-nities and for parents to remain actively engaged in their kid’s STEM learning to ensure excellence. in addition, the solution requires active partner-ship between public and private sectors and from organizations dedicated to STEM education like STEMconnector®.

What principles do you apply to your professional and personal life to advance STEM education?i believe that good intentions must translate into action and commitment. That belief applies in both my professional and personal life and it’s at the cen-ter of my advocacy for STEM education. That’s why i served on the Board of the nY Hall of Science and became directly involved in one of their innovative programs—the Science Career ladder. This science education program recruits and trains high school and college students to serve as “Explainers.” They receive training in science, education and public

speaking. Then they take that training and apply it, speaking to students about the exhibits, conducting demonstrations, and helping design educational programs and events. Students mentoring students, students inspiring other students, and students learn-ing and giving back—all make for a win, win, win combination.

What is the STEM initiative your company has sup-ported that you’re the most proud of?STEM skills are critical to our success as a company as well as the broader payments industry, and i am proud of the actions we are taking at Master-Card internally and externally. internally, we’re hir-ing recent college graduates who are strong in the STEM skills, and to support that effort, we have an internship program that targets rising juniors with STEM-focused majors.

From May to August, these students are engaged in technology projects in different parts of the Master-Card organization to learn more about the business.

Externally, MasterCard seeks out and participates in a range of STEM-related activities and initiatives. We encourage MasterCard employees to volunteer as mentors, judges, and general support for regional and international competitions for the For inspira-tion and Recognition of Science and Technology (FiRST) organization. We also look for opportunities to support professional development for teachers, because we recognize that ensuring the best class-room experience possible requires teachers to have their skills continually honed, nurtured, and appreci-ated by equipping them with current best practices.

What is your advice to those involved in promoting STEM education?My advice is two-fold: first, remember it’s these dis-ciplines that are essential for everyday economic advancement and human progress. Second, make learning fun. Make it experiential. That’s how you enhance and improve school curriculums. And to do that you need people educated in these disci-plines and well-equipped with STEM skills. A Masters or Phd isn’t necessary. What’s key is having the right academic orientation and value placed on these STEM fields early on in education. And permeating through it all must be a contagious enthusiasm for the fields that make up STEM. n

Ajay Banga is president and chief executive officer of MasterCard and a member of its board of directors.

Prior to joining MasterCard in 2009, Mr. Banga was chief executive officer of Citigroup Asia Pacific responsible for all businesses in the region, including institutional banking, alter-native investments, wealth management, consumer banking and credit cards. He joined Citigroup in 1996 and held a variety of senior management roles in the United States, Asia Pacific, and the Europe, Middle East and Africa regions. He was also responsible for Citi’s brand marketing and from 2005-2009 oversaw its efforts in microfinance.

Mr. Banga began his career at nestlé, india, where for 13 years he worked on assignments spanning sales, marketing and general man-agement. He also spent two years at Pepsico, where he was instrumental in launching its fast food franchises in india as the economy liberalized.

Mr. Banga was named to the Board of direc-tors of The dow Chemical Company in 2013. He is currently chairman of the U.S.-india Business Council. He also serves as a mem-ber of the Executive Committee of the Busi-ness Roundtable and chairs its information and Technology initiative. in addition, he is a member of the Council on Foreign Relations, the international Advisory Board of the Mos-cow School of Management (Skolkovo), The Economic Club of new York, The Financial Services Roundtable and the board of the new York City Ballet. He also is a fellow of the Foreign Policy Association.

From 2007 to 2012, Mr. Banga served on the board of directors of Kraft Foods. He has also served on the board of trustees of the Asia Society, the new York Hall of Science, and the national Urban league, among others. He received a B.A. in Economics from delhi Uni-versity and is an alumnus of the indian insti-tute of Management, Ahmedabad.

Ajay BangaPresident and Chief Executive Officer MasterCard

MasterCard is a technology company in the global pay-ments business. We connect consumers, financial institutions, merchants, governments and businesses worldwide, enabling them to use electronic forms of payment instead of cash and checks. We use technology and data-driven insights to make electronic payments more convenient, secure and efficient for people everywhere. MasterCard does not issue cards, but develops advanced payment solutions and seamlessly pro-cesses billions of transactions around the world every year. Our business has a global reach—extending to more than 210 countries and territories—and continues to experience growth in a world where 85% of retail transactions are still made in cash and checks.


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.Why do you believe STEM Education/workforce development is critical to our nation’s future?The long-term success of our nation will require more people with STEM backgrounds; therefore, it’s impor-tant that we encourage our young people to pursue a future in these fields. When looking at manufac-turing as an example, 30 years ago a young person could start as a production worker without a high school diploma and the job didn’t require critical skills such as problem solving. Companies hired and relied on engineers or managers for those skills, not expecting them from those individuals lower down the chain. Today’s manufacturing environment requires all of our production and maintenance technicians to have a significant range of skills and problem solving abilities. The expectations of manu-facturing employees, even at the entry level, have been elevated.

Failing to develop our nation’s future workforce will force companies to look overseas for talented indi-viduals who can do the job.

What traits do corporate leaders need to effectively support and advance STEM education today?We need to be able to articulate what careers in these fields look like today and become personally involved in education. From college and technical students all the way down to those in high school and middle school, they need to understand what a STEM career path might offer. Today’s manufacturing environment is much different than it was in the past. The skill sets required are different, the technology is highly advanced and there are countless opportuni-ties for a long-term career, but young people need to understand what those opportunities are.

How has your corporation coordinated investments in education with future workforce needs?Back in the 1970’s when Michelin chose to establish its north American base in South Carolina, we were attracted by the state’s technical school system and the strong, work-ready labor force it produced.

Today, we work closely with the tech schools to help them evolve and adapt their curriculums to meet the hiring needs of companies such as Michelin. We also have programs that allow us to interact with stu-dents as young as middle school to educate them on possible STEM careers. For example, we open up our facilities to parents, teachers, administrators and students so they can understand the important jobs we have waiting for them.

What is the key to smart STEM investments?What industry can contribute goes well beyond our ability to write checks. We need to get involved and be role models for students. Connecting a middle school student with a young engineer just getting

started in her career and who can share her personal story is a positive and powerful way to enlighten a young person and impact his or her future decision making. it becomes tangible.

Committing to a STEM education isn’t the easy road, but it is very rewarding. Students should know that STEM fields are challenging to pursue, but their extra effort will be rewarded over time.

What is your advice to those involved in promoting STEM education?Strike the right balance between technical and per-sonal skills. There are numerous textbook skills that a student must master in order to become a success-ful scientist, technician or engineer. But at the same time, the ability to collaborate with other people, adapt to different personalities and succeed in groups is equally important. One of the underap-preciated strengths of the American education system is the social skills and teamwork mentality that students obtain through athletics and extra-curricular activities. Of course, a student’s intellec-tual development should always be the emphasis, but we shouldn’t forget that soft skills play a role in how successful one can become. We don’t want to discourage kids from dreaming about becom-ing a professional athlete or performing in the arts, but everyone needs a backup plan. A STEM back-ground is an incredible Plan B for many students.

What do we need in the US to continue to be at the top of global innovation?We need our education system to produce well-educated scientists and engineers. For each one we produce, the potential innovation power of our country is increased.

How is your company connecting diversity initia-tives with STEM initiatives? Is this a part of your comprehensive strategy?Michelin’s Technical Scholar program focuses on the recruitment of women and minorities to the manufacturing field. This program allows currently enrolled technical school students to co-op with Michelin in our facilities so they can experience the real world application of their studies. We pay for their books and tuition, and the scholars are paid to work 20 hours a week with Michelin technicians. Upon successful completion of their education, Michelin Technical Scholars are often hired into our company for a full-time position with a starting sal-ary around $50,000.

This program allows us to combine our commit-ment to diversity with our effort to consistently fill our employment pipeline with talented individuals. n

Selleck became chairman and president in October 2011. He is responsible for the coordi-nation of all operations of the Michelin Group in north America (United States, Canada and Mexico), consisting of 19 major manufactur-ing facilities, 22,000 employees and 2012 rev-enues of $10.76 billion.

Selleck holds degrees from the U.S. Military Academy at West Point, where he earned a B.S. in civil engineering and applied sciences, and Clemson University, where he earned an M.B.A. He began his career as an Army officer in the 4th infantry division, where he served as a platoon leader and a company com-mander, then, subsequently, served more than 20 years in the Army Reserves.

Selleck joined Michelin in 1982, and trained for nine months to become an industrial engi-

neer with the company. He then held various positions in Michelin’s Greenville, S.C., passen-ger car and light-truck tire plant, eventually serving as plant manager for three years.

Selleck has also served as vice president of Michelin Tire Manufacturing in the U. S. and Canada, chief operating officer of Michelin Americas Small Tires, chief operating officer of the passenger car and light-truck tires replacement market in Europe, president of Michelin’s worldwide Truck Tire business.

Selleck is passionate about Michelin’s com-munity relations efforts aimed at introduc-ing young students to manufacturing in the 21st century. He speaks regularly about the importance of developing the future work-force needed to compete in a global mar-ketplace.

Pete SelleckChairman and President Michelin North America, Inc .

dedicated to the improvement of sustainable mobility, Michelin designs, manufactures and sells tires for every type of vehicle, including airplanes, automobiles, bicycles, earth-movers, farm equipment, heavy duty trucks, and motorcycles. The company also publishes travel guides, maps and atlases covering Africa, Asia, Europe and north America. Michelin is recognized as the leading innovator in the tire industry. The Michelin brand is the top selling tire brand worldwide. World-wide sales for the Michelin Group were 21.4 billion euros in 2012. Sales in north America in 2012 were $10.76 billion. Head-quartered in Greenville, S.C., Michelin north America em-ploys approximately 22,000 people and operates 19 major manufacturing plants in 16 locations across the United States, Canada and Mexico.


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tion Why do you believe STEM Education/workforce

development are critical to our nation’s future?As high-skilled jobs represent an increasing share of our country’s workforce and national output, invest-ments in STEM education are critical for sustaining America’s ability to compete in the global economy. STEM education is also critical to helping young peo-ple overcome the opportunity divide, an increasing gap between those with the skills needed to com-pete and those left behind because they lack the education, skills and real world opportunities to suc-ceed. At our current rate, the United States will not even produce half of the computer science gradu-ates needed to fill open computing positions. By investing in STEM education, we can sustain Ameri-can competitiveness while ensuring students have the skills they need to succeed.

How do you believe STEM education can improve a nation’s competitiveness? STEM education is a win/win for a nation’s economic competitiveness. By further investing in STEM, the U.S. can help fuel innovation and economic growth. STEM jobs are among the fasted growing and high-est paying occupational groups. looking at where the global marketplace is right now and where we are headed, the imperative is simple: if we do not improve access and attainment in STEM, the U.S. will continue to fall behind other nations. For example, engineering degrees represented 4% of all Bache-lor’s degrees awarded in the U.S. in 2009. in Asia, that figure was 19%, and in China, 31%. These trends must change in order to sustain U.S. competitiveness.

Beyond Standards, what are the first steps we should take to curb the STEM education crisis?Beyond setting standards, the first step we should take to strengthen K-12 STEM education is to provide additional resources to recruit and train STEM teach-ers.

next, the U.S. should broaden access to computer science courses in high school to ensure that all students have the opportunity to gain this founda-tional knowledge and explore careers in comput-ing. Although computing occupations will comprise approximately half of all STEM jobs by the end of the decade, today fewer than 1 in 10 high schools in America offer computer science classes. in 2011, only 2,100 out of the nation’s 42,000 high schools offered an Advanced Placement (AP) computer science course, and AP computer science exams represented only 0.6% of all AP tests taken that year, down from 1.6% in 2000. By ensuring students have

access to computer science, our nation can begin to address the opportunity divide and help ensure students have the skills needed to succeed.

Finally, we must address our national crises in college completion by helping students who start college to finish it faster while also expanding higher educa-tion capacity to produce more STEM degrees, with a particular focus on computer science. Through taking these steps, we can help young Americans overcome the opportunity divide to ensure they have the skills necessary to succeed.

How has your corporation coordinated investments in education with future workforce needs?last year, Microsoft was proud to launch Youth-Spark, a companywide initiative designed to create opportunities for 300 hundred million youth around the world over the next three years. Through part-nerships with governments, nonprofits and busi-nesses, we aim to empower youth to imagine and realize their full potential by connecting them with greater education, employment, and entrepreneur-ship opportunities.

What do we need in the US to continue to be at the top of global innovation?There are three key things the U.S. can do to maintain our edge as an innovative country. First, we need to continue to invest in human capital, particularly in STEM education, at the K-12 and higher education levels and through worker retraining. Second, we need to embrace a 21st century immigration frame-work that welcomes the best and the brightest from all over the world to build their businesses here. Finally, we need to coordinate our efforts, between government, industry, and the non-profit sector, as well as across industries.

What is your advice on using private-public part-nerships to tackle our most pressing education challenges in STEM?Microsoft is committed to facilitating public-private partnerships designed to increase educational opportunities and achievement. Through these partnerships we have learned that engaging key leaders, identifying mutually-beneficial goals, com-mitting to a shared vision, and celebrating success along the way are keys to multi-sector partnership success. Microsoft remains a committed partner for progress, contributing strategic, long-term invest-ments to provide more young people with the skills and opportunities necessary to succeed in STEM. n

Steve Ballmer is CEO of Microsoft Corp., headquartered in Redmond, Washington. He joined Microsoft in 1980 and was the compa-ny’s first business manager. Before becoming CEO in 2000, his roles at Microsoft included senior vice president of sales and support, senior vice president of systems software, and vice president of marketing.

Ballmer and the company’s business and technical leaders focus on delivering devices and services that people love and businesses need. Under his leadership, Microsoft has more than tripled revenue and doubled prof-its since 2000.

Ballmer was born in March 1956, and he grew up near detroit, where his father worked as a manager at Ford Motor Co. Ballmer lived down the hall from fellow sophomore Bill Gates at Harvard University, where he gradu-ated with a bachelor’s degree in mathemat-ics and economics. He worked for two years at Procter & Gamble Co. as an assistant product manager and attended Stanford University Graduate School of Business before joining Microsoft.

Steve BallmerChief Executive Officer Microsoft Corporation

Founded in 1975, Microsoft (nasdaq “MSFT”) is the worldwide leader in software, services and solutions that help people and businesses realize their full potential. Microsoft YouthSpark is a companywide initiative designed to create opportunities for hundreds of millions of youth around the world. Through partnerships with governments, nonprofit organizations, and businesses, we aim to empower youth to imagine and realize their full potential by connecting them with greater oppor-tunities for education, employment, and entrepreneurship. in short, we want to empower youth to change their world.


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nWhy do you believe STEM education/workforce developments are critical to our nation’s future?For generations, the United States has been a world leader in innovations that have transformed our daily lives, shaped our nation, and supported our econ-omy. To continue down this impressive path, we need to create a STEM pipeline that nurtures and devel-ops technical expertise. STEM education will help our country expand the pool of talented people who can deliver the innovation and technical prowess that will maintain our nation’s competitiveness.

How does MITRE encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities? We are committed to investing time and effort to engage students and inspire teachers to nurture the next generation of engineers and scientists.

For more than 30 years, MiTRE has been an employer member of the national GEM Consortium, a not-for-profit organization that promotes the participation of underrepresented groups in post-graduate sci-ence and engineering education and the techni-cal workforce. As part of our partnership, MiTRE has proudly sponsored more than 70 interns, many of whom have been hired into permanent positions.

MiTRE also supports a wide variety of community-based STEM initiatives. Key initiatives include provid-ing summer jobs to high school and college students, including a dedicated nanotechnology Student Program; participating in leadership initiatives for Teaching and Technology, which places school teachers in an externship program at MiTRE to help them relate classroom curriculum to real-world workplaces; and hosting Young Women in Engineer-ing events, among many others. Throughout the year, our employees can also be found mentoring students in the community, serving as judges in sci-ence fairs and speaking at local schools.

of which STEM initiatives that your company has supported are you most proud?i am proud of the numerous STEM initiatives that MiTRE participates in. if i had to choose one, i’d say i am most proud of our Student Program. Every year, more than 200 students join MiTRE in a co-op, intern-ship or full-time job position—many of whom return year after year while completing their studies.

As part of our Student Program, students, ranging from high school to doctoral-level programs, are mentored by and work directly with our staff on a technical problem with real-world impact. While the majority of our students pursue education and training in computer science, computer engineer-ing, and electrical engineering, we offer opportuni-ties across numerous disciplines, including systems engineering, mathematics, aerospace engineering, cybersecurity, public health, physics and nanotech-nology.

Within our Student Program, we also have a summer research program within our nanosystems group. in this program, nine to 12 students work in small teams and receive continuous mentoring. Many of these former students are now leaders in nanotechnology and related technical fields.

What do we need in the US to continue to be at the top of global innovation?To continue to be at the top of global innovation, we must get and keep students interested in STEM fields. This starts by offering high-quality STEM edu-cation programs that engage students and dem-onstrate real-world applicability of what they are learning. Students who do not know an engineer, scientist or a STEM professional often do not know the wide range of opportunities that these careers present or how to develop a career plan. We need to ensure that all students have the opportunity to discover a passion for STEM fields.

To support these efforts, we need a comprehen-sive and collaborative effort across the public and private sectors that supports scholarships and academic programs aimed at increasing and main-taining participation in STEM disciplines. Strengthen-ing the U.S. STEM pipeline is of critical importance, particularly to organizations that work on sensitive government projects and can only hire U.S. citizens, many of whom must be able to obtain high-level security clearances. Today’s STEM students—from kindergarten to doctoral programs—are tomorrow’s innovation and technology leaders.

How is your company connecting diversity initia-tives with STEM initiatives? Is this a part of your comprehensive strategy?At MiTRE, we apply our expertise to provide guid-ance to address some of our government’s most critical needs. The best way to meet these needs and bring forward the most innovative solutions is to create highly skilled teams whose members have diverse experiences and perspectives.

To build these teams, we support a broad range of programs designed to encourage people, espe-cially those from underrepresented groups, to pur-sue STEM fields. notably, our employees are active participants at numerous STEM conferences, includ-ing the Society of Women Engineers Conference and Women in Technology Conference, and host Young Women in Engineering events. MiTRE also actively recruits talent from underrepresented aca-demic intuitions, including Howard University and the University of Puerto Rico.

in recognition of our employees’ commitment to advancing diversity and STEM initiatives, the Black Engineer of the Year Awards STEM Global Competi-tiveness Conference and the Women of Color STEM Conference have recognized many of our engi-neers for their technical expertise and community involvement. n

Mr. Grasso is responsible for developing and leading the organization’s overall strategic and business operations, including its federally funded research and development centers (FFRdCs). He also serves on MiTRE’s board of trustees. Concurrent with his CEO responsibilities, Mr. Grasso is director of MiTRE’s national Security Engineering Center, responsible for delivering transformational solutions for the department of defense and the intelligence Community.

Mr. Grasso is dedicated to increasing opportuni-ties for promising young people to study science, technology, engineering and mathematics (STEM). He is a member of the Stevens institute Systems Engineering Research Center advisory board, the University of Virginia’s department of Systems and information Engineering advi-sory board, and Howard University’s College of Engineering, Architecture and Computer Sci-ences board of visitors. Most notably, Mr. Grasso has for many years supported the efforts of the national GEM Consortium, a nonprofit that pro-motes the participation of underrepresented groups in the STEM fields. He was formerly presi-

dent of GEM’s board. Mr. Grasso is also chairman of AFCEA international’s board of directors. The AFCEA Educational Foundation provides edu-cation incentives, opportunities and assistance for people engaged in STEM disciplines, includ-ing student and teacher scholarships.

Mr. Grasso is an appointed member of the defense Science Board and special adviser to the STRATCOM Strategic Advisory Group. He was formerly a member of the Army Sci-ence Board.

Mr. Grasso and his wife, Michele, live in Oak-ton, Va., and are the proud parents of daugh-ters, Alessandra, lindsay and Stephanie. The Grassos encourage their daughters’ educa-tional aspirations, and all three have excelled in science and mathematics. Alessandra graduated from the University of Virginia with a bachelor’s degree in nano-Medicine Engi-neering, and lindsay is pursuing pre-med studies at Clemson University. Mr. Grasso is confident that Stephanie will follow closely in their footsteps as she enters Virginia Tech.

Alfred GrassoPresident and Chief Executive Officer The MITRE Corporation

The MiTRE Corporation is a not-for-profit organization that pro-vides systems engineering, research and development, and in-formation technology support to the government. it operates federally funded research and development centers for the department of defense, the Federal Aviation Administration, the internal Revenue Service and department of Veterans Af-fairs, the department of Homeland Security, the Administrative Office of the U.S. Courts, and the Centers for Medicare & Med-icaid Services, with principal locations in Bedford, Mass., and Mclean, Va. To learn more, visit www.mitre.org.


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Engineering & Mathematics) Education and Work-force are important to our nation? innovation is critical for countries and companies to compete in the global economy. STEM fields help us to develop technology that translates into products consumers around the world want. As we continue to grow, we’re finding that engineering is a pinch point. We use engineers to develop and commercialize our new products, and finding qualified engineers is becoming more challenging. Since the U.S. only pro-duces a small percentage of the world’s engineers, we have to focus our public policy on ensuring we can remain competitive.

What can we do to assure more women leaders in STEM? We can encourage girls and young women to pur-sue math and science in grade school through high school. Unfortunately, there’s still too much peer pres-sure that makes excelling in math and science dif-ficult for girls. Programs that show girls how STEM can be fun, both in and out of school, need to be pri-oritized. What’s more, girls and young women need visible positive role models. i’m proud that there are five women on my leadership team who serve as role models in our organization.

How is your company innovating to promote STEM?Our company works to promote STEM both inside and outside of our workplace. Most schools where we recruit have a STEM component in their curric-ulum, and we partner with several diverse student groups on campus and mentor students. in addition, we’ve supported the Conrad Foundation’s efforts to spark students’ interest and promote careers in sci-ence and technology in the research and develop-ment field.

On the professional front at Mondelez international, we’ve supported diversity efforts for many years. in our Research, development & Quality function glob-

ally, we work hard to advance diversity, and our results show it! in fact, more than half of our global Rd&Q employees are women. in the U.S., we’re focused on increasing the number of women and people of color; outside the U.S., we’re focused on increasing the representation of women. And i’m proud that our executive incentive compensation is tied to performance in advancing our open and inclusive environment.

How can we do a better job to strategically coor-dinate all those engaged in STEM across the com-pany? (Across different departments)Supporting STEM activities can be specifically tied to diversity, and i’m passionate about making our workplace more diverse. To achieve our company’s goals, we need to attract, inspire and engage tal-ented people from different backgrounds—in STEM and beyond—to access their creativity and encour-age them to challenge us to raise our game. diverse thinking enables us to create and build strong, rel-evant brands; tap multiple perspectives in search of good ideas; and makes us a great place to work!

We also need to reflect the faces of our consum-ers in our employees, and especially in our leaders. That’s why “open and inclusive” is one of our core values guiding our employees. diversity is about the perspective, capabilities, identity, experiences and style that make each of us unique. Being inclusive means proactively creating a culture where each colleague can comfortably contribute and reach his or her full potential, while helping to create deli-cious moments of joy for our consumers.

i’m proud of the excellent progress we’ve made in increasing the diversity of our workforce, and of the external recognition we’ve earned. And we kept our focus even as we created two new companies last year, maintaining or increasing the diversity of our salaried workforce worldwide. n

irene returned to Kraft Foods, the predecessor to Mondelez international, inc., in June 2006 as CEO and became Chairman in March 2007, following Kraft’s spin off from Altria Group. Since that time, irene has changed the face, footprint and prospects of Kraft Foods. She repositioned the company to deliver consistent top-tier growth by reinvigorating iconic brands, transforming the portfolio and strengthening the company’s presence in fast-growing developing markets. The trans-formation she led culminated in the spin-off of the company’s north American grocery operations and creation of Mondelez inter-national, inc. in October 2012.

irene began her career in consumer research, later joining General Foods, which itself became part of Kraft Foods. irene led the restructuring and turnaround of key busi-nesses in the United States, Canada and Mexico. She served on the team that spear-headed the company’s iPO in 2001, and

successfully integrated the nabisco, lU and Cadbury businesses.

irene took a short break from Kraft Foods in 2004, serving for two years as Chairman and CEO of Frito-lay. While there, she accelerated growth in better-for-you products and health and wellness offerings.

The “Financial Times,” “Fortune” and “Forbes” have repeatedly ranked irene on their lists of the “Top 50 Women in Global Business,” “50 Most Powerful Women in Business” and as one of the world’s “100 Most Powerful Women.”

irene holds a Ph.d. in Marketing and Statistics, an M.S. in Business Administration and a B.A. in Psychology—all from Cornell University. She is active in a number of industry and com-munity organizations, including The Economic Club of Chicago. She also serves on the Board of the Consumer Goods Forum and Cornell’s Board of Trustees.

irene RosenfeldChairman and Chief Executive Officer Mondelez International, Inc .

Mondelez international, inc. (nASdAQ: MdlZ) is a global snacking powerhouse, with 2012 revenue of $35 billion. Creat-ing delicious moments of joy in 165 countries, we’re a world leader in chocolate, biscuits, gum, candy, coffee and pow-dered beverages, with billion-dollar brands such as Cadbury, Cadbury dairy Milk and Milka chocolate, Jacobs coffee, lU, nabisco and Oreo biscuits, Tang powdered beverages and Trident gum. And we’re a proud member of the Standard and Poor’s 500, nASdAQ 100 and dow Jones Sustainability index. From investing in sustainable agriculture to eliminating waste and promoting healthy lifestyles, we’re reducing our environmental impact and enhancing our contributions to society, while delivering outstanding financial performance. Since October 2012, we’ve committed $600 million over 10 years through our Cocoa life and Coffee Made Happy initia-tives to build sustainable supplies, thriving communities and benefit millions of people in the developing world.

For more information, please visit www.mondelezinterna-tional.com and www.facebook.com/mondelezinternational.

“innovation is critical for countries and companies to compete in the global economy."


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development are critical to our nation’s future?As we look toward the future, our world faces serious challenges, including population growth, resource depletion and climate change. Confronting and overcoming these challenges will require bright minds and innovative ideas. Workers with skills in such fields as science, technology, engineering and math are essential to tackling these challenges and developing sustainable solutions for the future. These are exactly the types of employees the agriculture industry must attract to develop future generations of seeds, traits and products.

How do we encourage students, particularly women and underrepresented minorities, to continue their study of STEM subjects?As early in life as possible, we need to introduce these students to the wide range of STEM education and career opportunities. That’s where programs such as Monsanto’s 1890 Student leadership Pro-gram, which helps connect students at the Histori-cally Black land Grant institutions with scholarship, internship and career opportunities in agriculture, science, engineering, technology and related fields. We also need to provide support, guidance and encouragement to help each student excel to his or her full potential. Many young women and under-represented minorities are interested in STEM fields, but they simply don’t see a personal pathway to higher education or a career in these disciplines. it’s our job to show young people that a rewarding STEM career is within reach.

How has your corporation coordinated investments in education with future workforce needs?Monsanto’s workforce needs and our investments in STEM education are directly linked. As we look toward the future, recruiting and retaining high-quality STEM workers are among our most critical priorities. That’s why we have chosen to invest in programs and initia-tives tied directly to education in these fields. Exam-ples of these investments include our partnerships with groups such as 4-H and the national FFA Orga-nization, which expose young people to the broad range of career opportunities within agriculture. By investing in these organizations, we’re developing a pipeline to meet agriculture’s needs for STEM talent in the years to come.

Which of your company’s STEM initiatives makes you the most proud?developing future generations of agriculture and sci-entific professionals is a proud part of our Monsanto

heritage. Monsanto has a rich history of supporting education, especially in STEM fields, through innova-tive programs and investments. One example is our Monsanto Beachell-Borlaug international Scholars Program. We founded this program in 2009 to honor the legacy of dr. Henry Beachell and dr. norman Borlaug, two groundbreaking scholars in the field of plant breeding, and to nurture future plant sci-entists in developing countries. The scholars focus their research on two critical food-security crops, rice and wheat. This program provides generous support to students with tremendous potential and helps develop a pipeline of new talent not only for Monsanto but also for agriculture in general.

What is your advice to those involved in promoting STEM education?As business and civic leaders, educators and poli-cymakers, we all must understand that time is of the essence. We must come together to bring more young people—and especially women and under-represented minorities—into agriculture, plant sci-ence and other STEM fields, and we must do so now. Within agriculture specifically, the challenges of population growth and food security will continue to become more pressing, and new ideas and inno-vations are key. This is an issue that demands our urgent action.

How is your company connecting diversity initia-tives with STEM initiatives? Is this a part of your comprehensive strategy?At Monsanto, we see recruiting for STEM talent and recruiting for diversity as two sides of the same coin. Recruiting the best and brightest minds means that we must actively seek out talent from diverse back-grounds, regions, experiences and academic dis-ciplines. For that reason, we have made diversity a cornerstone of our recruitment and development strategies. We strive be a company where ideas flow freely and diversity thrives. That’s the only way we’ll successfully tackle the global challenges we face.

How should those working to improve the STEM workforce measure success?Success in this area is very clear: We need more young people, not fewer, choosing to study and work in STEM fields. We can track our progress by degrees, graduation rates or whatever metric you’d like. But the fundamental measure of our success will be whether companies can recruit and retain enough workers with the high-tech skills and abilities demanded by the careers of tomorrow. n

Hugh Grant is Chairman of the Board and Chief Executive Officer of Monsanto, an agri-cultural company that applies innovation and technology to help farmers increase yields while conserving more water, soil, energy and other resources.

Mr. Grant joined Monsanto as a product development representative in 1981. Since then he has served in a variety of product and management positions on three conti-nents. He became Chairman, President and CEO in 2003; Brett Begemann assumed the role of President in 2012.

Under Mr. Grant’s leadership, Monsanto has developed and supported numerous pro-grams to encourage the study of science, technology, engineering and mathematics, including the Monsanto Beachell-Borlaug international Scholars Program, which pro-vides fellowship opportunities to highly moti-vated individuals pursuing doctoral degrees

in rice or wheat plant breeding. The scholars gain the leadership skills, education and tools needed to improve lives around the world by enhancing the future of rice and wheat pro-duction.

Mr. Grant is recognized internationally as a leader in the fields of science, innovation and technology. He serves on the boards of trust-ees of both Washington University in St. louis and the donald danforth Plant Science Cen-ter and on the board of commissioners of the St. louis Science Center. He is a member of the American Academy of Arts & Sciences.

Born in larkhall, Scotland, Mr. Grant earned a bachelor’s degree in agricultural zoology with honors at Glasgow University. He also earned a post-graduate degree in agricul-ture at Edinburgh University and a master’s of business administration at the international Management Centre in Buckingham, United Kingdom.

Hugh GrantChairman and Chief Executive Officer Monsanto

Monsanto Company provides technology-based solutions and products that improve farm productivity and food qual-ity. The company’s vision is to help farmers produce more from their land while conserving more natural resources, such as water and energy.

By 2050, the world’s population is expected to grow from 7 billion to more than 9 billion. At the same time, individual in-comes are expected to increase by such an extent that 3 billion additional people will join the middle class. To feed all these people, and to meet their rapidly changing diet ex-pectations, global food production must expand by more than 70 percent. Monsanto’s products help farmers around the world meet this challenge and improve lives in a sustain-able way.

To do that, Monsanto depends on a highly educated work-force of more than 22,000 employees in more than 70 coun-tries. The company routinely hires professionals in such fields as plant science, engineering, research, and iT.


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How do you believe STEM education can improve a nation’s competitiveness? Science and technology innovations are important in shaping how we interact in society and have a big impact on our daily lives. in iT-related fields alone, 93 percent of employers think their iT staffs could use better training. The STEM disciplines encourage young people to think differently about big ques-tions, to solve problems in new and different ways. With a new generation of critical thinkers, we can solve the big problems facing our nation and the world—from global warming to cybersecurity and from space exploration to feeding the world.

What traits do corporate leaders need to effectively support and advance STEM education today?The STEM disciplines are changing rapidly. leaders have to advance STEM education to create a pipe-line they can use to continually renew their com-panies with current and fresh ideas. For technology companies, this constant inflow of knowledge and capability is their life blood—more crucial than any other supply chain. leaders cannot afford to ignore this but have to cultivate it.

How can we do a better job to strategically coor-dinate all those engaged in STEM across the com-pany?it’s critical to get employees involved. When employ-ees experience first-hand the joy of engaging a stu-dent in a field that could affect his or her future, they can’t help but get excited. Ongoing mentorship programs and after-school activities are a good way to do this, but one-day classroom volunteer events can have an immediate impact too. Our employees volunteered more than 55,000 hours in their com-munities last year. Many of those hours were spent working with students on STEM projects. This inspired the students to enter STEM careers, and also inspired many of our employees to believe in the importance of the work we do.

What do corporations need to do to create more STEM careers and fill existing jobs?American industry has changed dramatically in the last 20 to 30 years, and so have the required skills sets of employees. Businesses need a pipeline of talented individuals to fill those roles. The engagement needs

to start before the college level, getting diverse stu-dents excited and engaged in high school and even in elementary school. College internships also are very powerful in advancing STEM. The individuals get to balance academic learning with a taste of the real world. This shapes their learning academically and helps them make informed decisions about what will make them most fulfilled in a STEM-related career. it also is important for American businesses and colleges to work together to provide unique solutions that help businesses thrive and keep col-leges relevant.

How has your corporation coordinated investments in education with future workforce needs?One example is our partnership with the local com-munity college that is located just two miles from our global headquarters. We provide scholarships for traditional and adult students; monetary awards for distinguished faculty; grant funding for and employee engagement in a summer bridge pro-gram for at-risk students; and customized training by Motorola Solutions professionals. This support has pro-vided students and the college with opportunities and helps the college stay connected to our work-force needs in a fast-changing, global environment. We also engage in funding and co-research with several universities, which creates linkage between academia and business application of technology and establishes pipelines of relevant talent.

Where do you see the biggest area of opportunity in advancing STEM jobs/careers? More STEM professionals need to get involved in sharing their stories. That’s where it has to start. When scientists, engineers, astronauts and mathemati-cians get involved with our youth and promote the importance of their jobs and the impact they are making on the world, young people take notice. This type of engagement appeals to the idealism and optimism of youth and helps them form their own path for how they can change the world through science and technology. Role models and first-hand experiences can make what might seem lofty career goals—or even a minor interest—suddenly seem relevant, possible and even really fun. n

Greg Brown is chairman and chief execu-tive officer of Motorola Solutions, the leading provider of mission-critical communications solutions for government and enterprise cus-tomers.

As the leader of an engineering-based com-pany, Brown knows first-hand the importance of the STEM fields to American innovation. With his guidance, the Motorola Solutions Foundation focuses its funding on programs that engage students in hands-on, creative STEM programming.

Brown joined Motorola in January 2003 and was elected to the company’s board of direc-tors in 2007. He became CEO of Motorola in January 2008 and led the successful spin-off of the consumer-focused Motorola Mobility in 2011. Prior to joining Motorola, he was chair-man and CEO of Micromuse inc. from 1999 to 2003.

Brown serves as deputy chair of the Federal Reserve Bank of Chicago, and recently was named by the Business Roundtable to lead

a select CEO committee on comprehensive immigration reform. He also is a member of the Cisco board of directors, The Business Coun-cil and Technology CEO Council. Additionally, Brown is a member of the northwestern Memo-rial Hospital Board, the Civic Committee of the Commercial Club of Chicago, World Business Chicago, and is vice chair of the Executives’ Club of Chicago. Greg also is on the advi-sory board for the Aspen institute’s Skills for America’s Future program, which is helping community colleges develop educational programming that matches employers’ needs.

He has served two American presidents, most recently as a member of President Obama’s Management Advisory Board. in 2004, Presi-dent George W. Bush appointed Brown to the national Security Telecommunications Advi-sory Committee (nSTAC).

He earned a bachelor’s degree in econom-ics and an honorary doctorate in humane letters from Rutgers University, and also serves on the university’s Board of Governors.

Greg BrownChairman and Chief Executive Officer Motorola Solutions

Motorola Solutions connects people through technology. Busi-nesses and government agencies around the world turn to Mo-torola Solutions innovations when they want highly connected teams that have the information they need throughout their workdays and especially in the moments that matter. You can find Motorola Solutions products and services in a wide range of work-places, from the retail floor to the warehouse floor, and from the small town police station to the most secure government offices.

As a company driven by innovation, Motorola Solutions em-ployees are motivated to help engage the next generation of inventors. Employee volunteers serve as robotics coaches, after-school tutors, student mentors and more. The Motorola Solutions Foundation’s innovation Generation grants have provided more than $30 million in funding since 2007 to non-profit organizations that engage American youth in STEM fields, with the goal of in-spiring them to pursue careers in engineering and technology. Twenty-two percent of our funding supports girls-only program-ming, a group often underrepresented in STEM careers.


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SHow do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?When students show an interest in STEM, it’s impera-tive to stoke the fire. There’s no better way to encour-age future study than by offering extracurricular programs with interactive, hands-on activities, men-toring, and leadership building.

As an example, we partner with Girls inc. because we believe in their Eureka! and Operation SMART programs, both of which encourage girls to explore education and career paths in STEM fields. Our finan-cial and mentor support help with outings, projects and special events that get girls thinking like scien-tists. The way we see it, we’re helping to educate our future workforce.

What traits do corporate leaders need to effectively support and advance STEM education today?As corporate leaders, we need to align with the for-ward-thinking teachers out there that are promot-ing STEM in early childhood education. That means inspiring a thirst for learning, encouraging creative problem-solving skills and role modeling diverse and inclusive behavior—with both our current and next-generation workforce.

What do corporations need to do to create more STEM careers and fill existing jobs?“if you build it, they will come.”

it’s about being pro-active—understanding what you need and working as a team to make it happen.

We launched our Engineering Pipeline Program to attract high school juniors interested in STEM, and see them through to a career in engineering. it’s an innovative program that spans six years, starting with exploring the engineering and energy industry and culminating, we hope, with a job at national Grid fol-lowing college graduation.

What STEM initiative that your company has sup-ported are you most proud?i am proud of all the programs we sponsor and especially those where our employees personally get involved, such as FiRST Robotics and Operation SMART.

On the home front, i am most passionate about our Engineering Pipeline Program. This initiative really signifies our commitment to a future dedicated to energy conservation, a low carbon economy, and solutions around climate change.

The enthusiasm that high school students bring into the Company is contagious. Seasoned employees probably get as much out of the mentoring, job shadowing, social networking and internships that the students themselves do.

The program is a structured six-year journey, and we’re in year four with our first group of 50 young men and women. More than 120 students have entered the program since its inception in 2010. it’s exciting to be part of their learning and watch them grow. i look forward to the day when we welcome the first program graduates as national Grid employees.

Where do you see the biggest area of opportunity in advancing STEM jobs/careers?We will continue to see opportunities abound in energy utilities for years to come.

Energy is on the public agenda—expectations for reliability, efficiency and safety are only increas-ing. The utility industry is facing a lot of challenges, including renewable energy, a knowledge gap, aging infrastructure and equipment, generation operations and cyber security.

At national Grid, we feel a great responsibility for delivering the energy systems of the future and we can only accomplish this by advancing STEM jobs/careers.

What do we need in the US to continue to be at the top of global innovation?during his State of the Union address earlier this year, President Obama voiced his support of Energy 2030 and set a new goal for America. He is challenging all Americans, over the next 20 years, to increase our energy productivity by cutting in half the energy homes and businesses waste.

Furthermore, the President has promised federal support for the states that come up with the best ideas to save energy, like creating new jobs and constructing energy efficient buildings.

Clearly, we have the incentives to stay at the top of global innovation. Our next step is to inspire every-body—from families, to students, to small business owners, to big corporations—to do their part. n

Tom King joined national Grid in July 2007 as Executive director, Electricity distribution & Generation, and as President of national Grid US. Prior to this time, Tom was President of PG&E Corporation and Chairman and CEO of Pacific Gas and Electric Company from 2003-2007. Before that, he served as Senior Vice President of PG&E Corporation, and as President of PG&E national Energy Group; having joined PG&E Gas Transmission as Presi-dent in 1998.

Prior to PG&E, he served as President and Chief Operating Officer of Kinder Morgan Energy Partners. He previously spent eight years, from 1989 to 1997, in a series of senior operating positions with Enron liquid Services, northern natural Gas Company, Transwest-ern Pipeline Company and northern Border Pipeline Company. He also held positions at Cabot Corporation’s natural gas unit, Cabot Transmission Corporation, and the Panhandle Eastern Corporation.

Tom serves as the Chairman for the Alliance to Save Energy, as a board member for the Business Council of new York State and the Edison Electric institute, as well as serving on the Board of Trustees for the new England Aquarium, the Board of Selectors for The Jefferson Awards, and is co-chair of the national Utilities diversity Council.

Tom was awarded a bachelor’s degree in business administration from louisiana State University and is a graduate of the University of Michigan’s executive management pro-gram. He also successfully completed the nuclear Reactor Technology Program at the Massachusetts institute of Technology.

Tom currently resides in Weston, Massachu-setts, with his wife Michelle and three daugh-ters.

Thomas B. KingUS President National Grid

national Grid is an electricity and gas company that con-nects consumers to energy sources through its networks. The company is at the heart of one of the greatest challenges facing our society—to create new, clean energy solutions for the future and developing an energy system that underpins economic prosperity well into the 21st century.

While we depend on engineers to help shape the future of energy, we find ourselves facing a shortage of engineers en-tering the workforce. So we are preparing today for tomor-row’s engineering workforce.

Our “Engineering our Future” initiative aims to inspire male and female, middle, high school and college students to de-velop STEM skills and consider careers in engineering. Through our Engineering Pipeline Program and financial and mentor-ing support of multiple STEM programs in our service areas, we are welcoming the next generation of diverse engineers.


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sWhy do you believe STEM Education/workforce development are critical to our nation’s future?STEM represents one of the quickest growing indus-tries in the US, is one of the most important to our economy, and one of the best paying career paths for graduates, but students are increasingly opting out of STEM majors in college and careers afterwards. investing heavily in improving science and engineer-ing education, engaging students with technology, and equipping educators with resources to help them teach fundamental engineering concepts in a fun, hands-on way will keep students on the STEM track and create a pipeline of well-qualified candi-dates for the STEM jobs of the future.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?We have to engage students with hands-on expe-riences and real industry tools from a young age throughout their education to allow them to focus on actually doing engineering and solving real world problems rather than continually relearning tools and technologies and memorizing facts and figures in lecture halls. locally, ni collaborates with GirlStart, an organization working to increase girls’ interest in STEM, to put on afterschool programs giving girls hands-on learning experience and introducing them to inspiring careers in STEM fields. Additionally, we work with the Austin Pre-freshman Engineering Program at Huston-Tillotson University to help pre-pare high-achieving underserved middle and high school students for college engineering and science studies.

How has your corporation coordinated investments in education with future workforce needs?ni invests in a wealth of training programs to help students build resume-ready skills using professional tools so they can graduate well prepared for techni-cal careers. ni anchors its community outreach pro-gram on enhancing engineering education through classroom mentorship, robotics competitions, and

collaborations with nonprofits to inspire students to achieve greater technological proficiency. Through our worldwide robotics mentoring program last year, ni mentors worked in 141 classrooms, teaching 3,162 students engineering, math, and science skills.

We support education programs that engage stu-dents in hands-on learning activities through mul-tiyear, multifaceted initiatives, for which corporate donations, R&d investment, and in-kind technology product donations can have the biggest impact.

What area of STEM are you most passionate about?We have to engage students with fun, hands-on expe-riences with real-world engineering tools because we need the future generation of scientists and engineers to solve the world’s engineering grand challenges. i think it is so important to engage students early on and instill a love of learning while helping them build resume-ready skills using professional tools so they can graduate well prepared for technical careers. We also have to empower educators with complete teach-ing solutions and affordable technologies so they can create interactive classrooms that capture students interest and talents.

What is the STEM initiative that your company has supported are you most proud?ni has a long history partnering and powering stu-dent robotics competitions that make engineering as cool for kids as sports are today while teaching core engineering concepts, problem-solving skills, and leadership principles. ni plays a critical role in these events, from leadership and logistics to provid-ing the technology platform powering the competi-tions, which are linked directly to growing the number of students who pursue careers in engineering and science. ni serves as a long-term, strategic partner for the global organizations managing these com-petitions. Two of the most significant partnerships are with For inspiration and Recognition of Science and Technology (FiRST) and the World Robot Olympiad (WRO). n

named an innovation Agent by Fast Com-pany, James Truchard, president and CEO, cofounded national instruments in 1976 and has pioneered the way scientists and engi-neers solve the world’s grand engineering challenges.

Under Truchard’s leadership, national instru-ments equips scientists and engineers with tools to accelerate productivity, innovation and discovery from kindergarten to rocket science.

As one of Forbes’ America’s Favorite Bosses, dr. James Truchard, commonly known around ni as dr. T, has led the company from a three-man team to a multinational organization recognized as a Fortune 100 Best Places to Work and one of the top 25 “World’s Best Mul-tinational Workplaces” by the Great Places to Work institute.

Elected to the Royal Swedish Academy of Engineering Sciences and the national Acad-emy of Engineering, Truchard has also been

inducted into Electronic design’s Engineering Hall of Fame.

Truchard’s personal passion for addressing the declining interest and preparation of young people to pursue careers in technical fields has led him to dedicate time, technol-ogy, and donations to organizations including the Engineering Foundation Advisory Coun-cil, The University of Texas at Austin Cockrell School of Engineering, Austin Technology Council, and FiRST Robotics.

Additionally, Truchard has been recognized with the Woodrow Wilson Award for Corpo-rate for his work with science, technology, engineering, and math (STEM) organizations.

Truchard earned his master’s and doctorate degrees while working full-time as the man-aging director of the acoustical measure-ments division at the UT Applied Research laboratories.

dr. James TruchardCo-founder, President and Chief Executive Officer National Instruments

national instruments equips engineers and scientists from kin-dergarten to rocket science with tools that accelerate pro-ductivity, innovation, and discovery.

Since 1976, ni has developed integrated hardware and soft-ware platforms that revolutionized the way their more than 35,000 customers address challenges through the acceler-ated development of any system needing measurement and control. Through a long-term vision of graphical system design and deep commitment to created shared value, ni fosters the success of customers, employees, suppliers and shareholders while making a positive impact on society.

The company’s long-term vision and focus on improving soci-ety through its technology has led to strong, consistent com-pany growth.

“We have to engage students…to allow them to focus on actually doing engineering and solving real world problems…”


Why do you believe STEM education/workforce development are critical to our nation’s futureScience, technology, engineering, and mathematics pervade every aspect of our lives. According to the department of labor, occupations in STEM-related fields are expanding; however, the number of quali-fied candidates seeking those positions is not grow-ing at a comparable rate.

Of the 20 fastest growing occupations projected for 2014, 15 require high-level knowledge and education in science and mathematics. Going forward, without STEM education and workforce development, we simply won’t have enough qualified people to do the work that makes the economy run.

How do you believe STEM education can improve a nation’s competitiveness?Enhancing our STEM education and workforce will improve the U.S.’ position in the global marketplace of ideas and commerce. And as an innovation leader, the U.S. will continue to attract individu-als from a diverse range of backgrounds and skills, strengthening our competitive base.

nearly every job at norfolk Southern requires fac-ets of science, technology, engineering, and math-ematics knowledge. Building and maintaining track and bridges, operating trains and equipment of all types, designing and managing complex informa-tion technology systems, accounting, billing, stra-tegic planning—you name it, they all require STEM backgrounds.

When the railroad is competitive, the businesses we serve—shippers and receivers of raw materials, inter-mediate products, and finished goods—are com-petitive, and so is America.

What traits do corporate leaders need to effectively support and advance STEM education today?When i think of “corporate leaders,” CEOs and vice presidents and other officers are not the people who first come to mind.

“Corporate leaders,” rather, are the people at every level who provide the customer service, who build and maintain our infrastructure, and who make the trains run safely, efficiently, and economically. They are the people who, day-in and day-out, do the thousands of things that are critical to the organiza-tion’s success.

Our youngest, newest, freshest employee in the smallest town on the edge of our railroad system is a corporate leader when she comes up with a great idea to improve the safety, efficiency, and environ-mental-friendliness of our operations.

Everyone with backgrounds in the STEM disciplines can be, and should be, a corporate leader. A STEM-aware CEO will simply set the stage for those people to succeed. And then he will get out of the way.

What area of STEM are you most passionate about? norfolk Southern is excited about the technology component of STEM, as we have numerous technol-ogy programs under way that are improving cus-tomer service while benefitting the environment.

For example, we have been pioneers in the imple-mentation of lEAdER, or locomotive Engineer Assist display Event Recorder. This is an onboard, GPS-based computer system that prompts locomotive engineers with real-time information on optimum throttle, speed, and brake settings to achieve maxi-mum fuel efficiency.

Fuel is one of the railroad’s biggest expenses, and lEAdER is helping us achieve fuel efficiency gains of around six percent. That’s an economic and envi-ronmental benefit that flows directly from the “T” in STEM.

How is your company connecting diversity initia-tives with STEM initiatives? Is this part of a compre-hensive strategy?norfolk Southern’s comprehensive strategy is to manage diversity as a continuous process to rec-ognize, cultivate, and use all the best talents of our employees. diversity produces better business out-comes by using everyone’s talents and perspec-tives to improve service and the bottom line.

diversity helps make norfolk Southern the employer of choice, and the rail service provider of choice.

in everything—including the STEM fields—diver-sity gives us access to the best that everyone has to offer. That is a true competitive advantage. And quite frankly, our employees, customers, sharehold-ers, suppliers, and the communities we serve are counting on us to develop that advantage to its full-est, as well they should. n

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Wick Moorman is chairman and chief execu-tive officer of norfolk Southern Corporation. The new Orleans, la., native holds a bache-lor’s degree in civil engineering from Georgia Tech and a Master of Business Administration from Harvard Business School. He started his railroad career as a co-op student in 1970. Early in his career, he worked in the mainte-nance-of-way and transportation depart-ments, developing firsthand knowledge of railroad operations.

Mr. Moorman has served norfolk Southern in numerous leadership capacities. He was assistant vice president stations, terminals and transportation planning; vice president personnel and labor relations; and vice presi-dent information technology. Before being named president of norfolk Southern in 2004, he also served as president of Thoroughbred Technology and Telecommunications and as senior vice president of corporate planning and services. He was named chief executive officer in 2005, and chairman in 2006, suc-ceeding david R. Goode.

Mr. Moorman serves on the boards of the Association of American Railroads and the American Coalition for Clean Coal Electric-ity. He is on the boards of Chevron Corpora-tion, The nature Conservancy of Virginia, the Chesapeake Bay Foundation, and the East-ern Virginia Medical School Foundation, and is a member of the Business Roundtable, the American Society of Corporate Executives, and the Business Council. in addition, he is a member of the international Energy Agency Coal industry Advisory Board.

Mr. Moorman’s background demonstrates the value he places in science, technology, engineering, and mathematics. He supports the STEM education effort to ensure our country remains a leader in technological innovations.

Wick MoormanChairman and Chief Executive Officer Norfolk Southern Corporation

norfolk Southern Corporation (nYSE: nSC) is one of the na-tion’s premier transportation companies. Our norfolk Southern Railway Company subsidiary operates approximately 20,000 route miles in 22 states and the district of Columbia, serves ev-ery major container port in the eastern United States, and pro-vides efficient connections to other rail carriers. We operate the most extensive intermodal network in the East and are a major transporter of coal, automotive, and industrial products.

norfolk Southern is the fourth largest U.S. railroad and traces its history back to 1827 and the earliest days of railroading and modern-style commerce in America.

The railroad is an engine for economic growth. in the last de-cade, we helped 1,021 new and expanded facilities locate along our lines, generating 48,000 jobs and representing $28.7 billion in customer investment. America’s railroads are a growth industry, and norfolk Southern seeks qualified individuals profi-cient in all areas of STEM to fuel our business and the economy.


Why do you believe STEM Education/workforce development is critical to our nation’s future? Across the country, the number of young students interested in STEM falls short of the projections of the talent our nation will need to propel our economy. This is causing a growing shortage of STEM-based tal-ent in our workplaces and universities, and it repre-sents a serious problem for our nation. STEM-based expertise is at the heart of our high-technology cul-ture, society and economy. if we are not able to draw on a substantial and growing infusion of that expertise, America will be unable to sustain its lead-ership position in an increasingly competitive world.

Beyond Standards, what are the first steps we should take to curb the STEM education crisis?

A critical step in building a diverse, STEM student pipeline is making science and math fascinating and applicable for students. We must particularly reach out to women and minority students, where the lack of STEM involvement is detrimental to our society. To do that, we need to support educators who are excited about what they do and can bring unique learning opportunities into their classroom. That is where northrop Grumman has focused its efforts.

What is the STEM initiative that your company has supported are you most proud? i am very proud of all our STEM activities and also the involvement of our employees. For example, in sup-port of teacher development, last year we donated $1 million to George Mason University for the Virginia initiative for Science Teaching and Achievement program. The five-year effort focuses on high-need schools to improve science teaching, student learn-ing and professional development of elementary and secondary teachers throughout Virginia.

This is our second year, in collaboration with Conser-vation international, supporting ECO Classroom. it’s a unique program assisted by the northrop Grum-man Foundation, that gives science teachers an intensive, two-week program in Costa Rica designed to stimulate their knowledge and interest in environ-mental science, and prepare them to inspire their students to pursue STEM.

Our foundation also partners with Sally Ride Sci-ence to support their Science Festivals, designed to encourage 5th through 8th grade girls in science, and we assist their teacher development programs.

For students, in March we completed our third year as the premier sponsor of the Air Force Association’s CyberPatriot program. This international competi-tion is a national high school cybersecurity defense event designed to excite, educate and motivate the next generation of cyber-defenders. it is one of the nation’s largest and fastest growing high school competitions and last year we hired 28 former par-ticipants of the program. A final competition was held in March, where we pledged another $4.5 mil-lion to help the competitions continue into 2016.

Another stimulating contest we support in partner-ship with the Robotics Education & Competition Foundation is the VEX Robotics international robot-ics competition where students at the middle school and high school level, as well as collegiate competi-tors, build robots to complete a specific task.

The Wolf Trap Early learning Childhood STEM learn-ing Through the Arts program is a unique endeavor that integrates elements of the performing arts into existing school curriculum to teach science and mathematics to young children. Based at the Wolf Trap Center for the Arts outside Washington, d.C., it served 840 children and 384 educators last year.

in 2012, northrop Grumman partnered with the Uni-versity of Maryland and the Business Higher Edu-cation Forum to launch Advanced Cybersecurity Experience for Students, a landmark honors pro-gram designed to educate a new generation of cybersecurity professionals.

At the University of Maryland Baltimore County, we funded the Cyber Scholars program, which aims to increase the number of women and underrepre-sented minorities in the field.

But perhaps the most important effort we support is the countless hours our employees spend volunteer-ing in their local communities around the country. This hands-on, direct engagement means a great deal to these communities. n

Wes Bush is chairman, chief executive officer and president of northrop Grumman Corpo-ration, a leader in global security.

Bush was named chief executive officer and president in January 2010, and elected to the company’s Board of directors in 2009. He assumed the role of chairman in July 2011.

Bush previously served as the president and chief operating officer of the company. Before that, he served as the corporate vice president and chief financial officer, and, ear-lier, as the president of the company’s Space Technology sector. Prior to the acquisition of TRW by northrop Grumman, he had served since 2001 as president and chief executive officer for TRW’s UK-based global Aeronauti-cal Systems. Bush joined TRW in 1987 as a sys-tems engineer, and served in engineering, program management and business devel-opment roles in TRW’s Space & Electronics business. Prior to joining TRW, he held engi-neering positions with both the Aerospace Corporation and Comsat labs.

Bush earned a bachelor’s degree and a master’s degree in electrical engineering from the Massachusetts institute of Technol-ogy. He also completed the University of Cali-fornia, los Angeles’ Executive Management Program.

Bush serves on the board of directors of norfolk Southern Corporation, as well as the boards of several nonprofit organizations, including Conservation international and the U.S. naval Academy Foundation. He is chair-man of the Aerospace industries Association board of governors and chair of the Business-Higher Education Forum.

Under Bush’s leadership, the main focus of northrop Grumman’s philanthropy effort con-tinues to be expanding and bettering the pipeline of talented mathematics, science, technology and engineering students nation-wide.

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Wes BushChairman, President and Chief Executive Officer Northrop Grumman Corporationnorthrop Grumman is a leading global security company providing innovative systems, products and solutions in un-manned systems, cyber, C4iSR, and logistics and moderniza-tion to government and commercial customers worldwide. The northrop Grumman Foundation, a charitable giving arm of northrop Grumman Corporation, is committed to support-ing diverse and sustainable programs that create innovative education opportunities for our nation’s youth. The priority is to provide assistance to national-level STEM programs that span pre-school and elementary school through collegiate levels and put an emphasis on reaching diverse populations. northrop Grumman employees actively volunteer in support of many STEM organizations, causes, and programs for local youth. They also donate to local schools to provide them with high-quality STEM materials and resources. in 2012, northrop Grumman continued its outreach efforts to support STEM. The northrop Grumman Foundation donated approximately $33.5 million to philanthropic organizations. Of that, approxi-mately $22.8 million went to STEM-related groups.


indra nooyi is Chairman and Chief Executive Officer of PepsiCo. She is the chief architect of Performance with Purpose, PepsiCo’s goal to deliver sustained financial performance by providing a wide range of foods and bev-erages from treats to healthy eats; finding innovative ways to minimize the company’s impact on the environment, lowering costs; providing a safe and inclusive workplace for PepsiCo employees globally; and respecting, supporting and investing in the local commu-nities in which the company operates.

Mrs. nooyi was named President and CEO in 2006 and Chairman in 2007. She has directed the company’s global strategy for more than a decade and led its restructuring. This has included the divestiture of its restaurants into the successful YUM! Brands, inc., the acquisi-tion of Tropicana, and the merger with Quaker Oats that brought the vital Quaker and Gato-rade businesses to PepsiCo. She also led the merger with PepsiCo’s anchor bottlers and

the acquisition of Wimm-Bill-dann, the largest international acquisition in PepsiCo’s history.

Prior to becoming CEO, Mrs. nooyi served as President and Chief Financial Officer begin-ning in 2001, when she was also named to PepsiCo’s Board of directors. in this position, she was responsible for PepsiCo’s corporate functions, including finance, strategy, business process optimization, corporate platforms and innovation, procurement, investor rela-tions and information technology.

Before joining PepsiCo in 1994, Mrs. nooyi spent time in strategy roles with Asea Brown Boveri, a Zurich-based industrials company, Motorola and The Boston Consulting Group.

She holds a B.S. in Physics, Chemistry and Mathematics from Madras Christian College, an M.B.A. from the indian institute of Manage-ment in Calcutta and a Master of Public and Private Management from Yale University. Mrs. nooyi is married and has two daughters.

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oWhy do you believe STEM education/workforce development are critical to our nation’s future?We live in a world where continuous change is the norm, and we need people skilled in science, tech-nology, engineering and math to develop the inno-vative products and ideas that will allow us to keep up with the rapid pace of change. STEM subjects form the basis for innovation, which is the driver of economic growth and progress.

For PepsiCo, we see talent development within func-tions that utilize STEM skills—like research & devel-opment (R&d), finance, iT and supply chain—as absolutely essential to our continued success, and that’s a need that will only become more critical in the future. So by supporting STEM education, as we are proud to do through our participation on the STEM innovation Task Force, we are actually also sup-porting our own corporate strategic priorities. The goal of the Task Force is to develop programs that accelerate sustainable STEM careers through inno-vation science and excellence in an economy that is constantly changing.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?it’s vital that we increase the numbers of women and minorities in STEM fields, because without their contributions, we will never reach our potential eco-nomically and as a society.

The private sector has a particularly important role to play in nurturing young female and minority tal-ent. We need to provide them with more visibility to the STEM-related work we do in the corporate world, and spotlight the women and minorities who are making incredible contributions in the field today. For global companies like PepsiCo, we need to be as diverse as our consumer base to be successful, and that means building a diverse workforce.

Our employees are encouraged to bring their chil-dren to work so they can see firsthand what their parents do for a living. By doing so, their children see how their STEM education and scientific excel-lence can drive amazing breakthrough innovation—which translates into significant top- and bottom-line growth. Bringing that kind of immersive experience to women and minorities is critical to building their ranks.

How can we do a better job to strategically coordi-nate all those engaged with STEM across the com-pany?The most important thing that corporate leaders can do to advance STEM initiatives is to tie them more closely to the various functions within the business and across different geographies. For example, our

R&d teams are at their most effective when they’re interacting with their colleagues in areas like mar-keting or consumer insights. When that happens, our scientists, engineers, mathematicians and technolo-gists are able to more fully contribute to the growth of the business.

At PepsiCo, our STEM-oriented functions work closely together with global groups we have set up to drive innovation platforms around the world. Together, they lift and shift our best ideas and practices across different markets. This multiplies the impact that our functional teams can have on the global business and enhances their value to the organization.

What is the STEM initiative that your company has supported that you are most proud of?We have a number of STEM-oriented programs that not only aid the development of our R&d associ-ates but also showcase their incredible talent. We offer a comprehensive online training platform called Global R&d University, where our associates can learn more about areas ranging from nutri-tion to food safety to product development. This also includes a comprehensive training program on innovation excellence, which helps us deliver a con-tinuous pipeline of meaningful, consumer-centric products.

And we highlight the achievements of the very best of our R&d team with a ceremony called the Pep-siCo Academy of Sciences, which honors our bright-est scientific minds. At this event, we award our team members who have developed the incredible inno-vations and supporting science that are transform-ing our company. it’s a huge point of pride for me and everyone at PepsiCo.

Where do you see the biggest area of opportunity in advancing STEM jobs/careers?There’s a tremendous opportunity to attract young talent toward a career in STEM fields, because the interest is already there. Today’s youth are engaged with high technology in so many forms, but they may not pursue a career because they don’t have a full understanding of the many different kinds of jobs that are out there.

The private sector needs to do a better job of com-municating the huge array of jobs that require a STEM education and skills. At PepsiCo, that could range from product development to packaging design to the creation of sustainable agriculture programs—all of these are incredibly stimulating jobs that give people the opportunity to make a real impact on the world. So the supply of great jobs is there in the private sector. We need to do a better job of creating the demand by advertising our jobs and career paths more effectively. n

indra nooyiChairman and Chief Executive Officer PepsiCo

PepsiCo is a global food and beverage leader with net rev-enues of more than $65 billion and a product portfolio that includes 22 brands that generate more than $1 billion each in annual retail sales. The company’s main businesses—Quaker, Tropicana, Gatorade, Frito-lay and Pepsi-Cola—make hun-dreds of enjoyable foods and beverages that are loved throughout the world. PepsiCo is committed to innovation in its products and supply chain through a strong foundation in research and development all over the world.

PepsiCo continues to deliver Performance with Purpose, the company’s goal to deliver sustained financial performance by providing a wide range of foods and beverages from treats to healthy eats; finding innovative ways to minimize the company’s impact on the environment, lowering costs; pro-viding a safe and inclusive workplace for PepsiCo employees globally; and respecting, supporting and investing in the local communities in which the company operates.


PTC

James (Jim) Heppelmann is president and CEO at PTC (nasdaq: PMTC, market cap ~$3B) and is responsible for driving PTC’s global business strategy and operations. Mr. Heppel-mann also serves on PTC’s Board of directors. Mr. Heppelmann has 25 years of experience developing and deploying sophisticated product development software technology across the global manufacturing industry.

Mr. Heppelmann travels extensively to customer sites around the world and speaks regularly at product development and manufacturing industry forums on topics such as transforming the way products are created and serviced in response to new business opportunities cre-ated by digitization, globalization, personaliza-tion, smart products, and servitization. He has also been published and quoted in numerous business and trade media, including The Bos-ton Globe, Forbes, The Wall Street Journal and Bloomberg Television.

An engineer himself, Mr. Heppelmann serves as a member of the national FiRST (For inspi-

ration and Recognition of Science and Tech-nology) executive advisory board, and is a member of the dean’s advisory board at the University of Minnesota College of Science & Engineering.

Mr. Heppelmann is a strong believer in the corporate social responsibility approach known as Shared Value, where corporations contribute to their communities through vehi-cles that in return elevate the corporation’s value, in effect producing value for both the community and the corporate shareholders. PTC’s shared value program, “The Engineer of the Future”, is designed to inspire young peo-ple into career paths in science, technology, engineering and math through programs like FiRST and the Real World design Challenge (RWdC). Through this program, students gain strong career opportunities, PTC’s customers gain an ongoing source of qualified employ-ees, and PTC builds important relationships with potential future users of its technologies.

Why do you believe STEM education/workforce development is critical to our nation’s future? America was built on innovation and entrepreneur-ship. if we want America to continue to lead in the 21st century, there is nothing more important than a continued focus on innovation. By getting today’s top students passionate about careers in science, technology, engineering and mathematics, we cre-ate the pipeline of talent necessary to develop the leading technologies that will continue to be the backbone of our economy as well as our security and quality of life.

How do you believe STEM education can improve a nation’s competitiveness? Too few of our top high school students invest their careers into STEM fields today, perhaps because it is increasingly characterized as being too nerdy. So the first challenge is to inspire students toward STEM education, in effect to make it cool again. The sec-ond challenge is to deliver a quality educational program. We believe that students form opinions about STEM well before their college years, so high-school programs that first capture the imagination of students, and then cultivate their aspirations, will be the source of tomorrow’s innovators and entre-preneurs.

How has your corporation coordinated investments in education with future workforce needs?PTC is very active in two initiatives, FiRST and the Real World design Challenge (RWdC).

FiRST reaches an estimated 300,000 students annu-ally and offers an accessible, innovative, mentor-based STEM programs for K-12. These programs inspire young people to think, design and create something physical using their engineering knowledge and skills. As a Strategic Partner of the FiRST Progression of Pro-grams for K-12, PTC provides free professional-grade engineering software, including PTC Creo® design software, PTC Mathcad® calculation software, and PTC Windchill® collaboration software to all partici-pating FiRST teams, allowing thousands of students along with their teachers and professional mentors to collaborate digitally and virtually on their designs anytime, anywhere.

PTC is a founding member of the RWdC, an annual high school competition run by a public-private partnership with the goal of increasing the Science, Technology, Engineering, and Mathematics (STEM) workforce in the USA aerospace industry. The RWdC began in 2008 through a partnership between

industry, government, academia, and non-profits. PTC provides program management, software to each participating school, including PTC Creo®, PTC Windchill®, and PTC Mathcad®, as well as introductions and connections to industry partners, team support and technical and administrative support. This year, nearly 5,000 students from across the country participated in the RWdC. Every stu-dent participates at no cost to themselves or their schools with partners donating more than a billion dollars of financial and in-kind support to schools since the RWdC’s inception.

What is the STEM initiative that your company has supported are you most proud? We are proud of all our STEM-based initiatives because every one of them helps educate, nur-ture and build the confidence of students to pursue careers in math, science and engineering.

How can we advance mentorships and apprentice-ships in the STEM pipeline? Though everybody is ultimately a winner, the return to the student who becomes inspired toward STEM may be greater in the short term than to the mentor or company who employs the apprentice. A bet-ter program that helps companies to establish an effective apprentice program, coupled with the matchmaking necessary to connect them with the most needy students—many of whom are in rural or inner city areas—could be helpful to significantly increase the availability of apprentice programs and the exposure of students to these real-world environments.

What do we need in the US to continue to be at the top of global innovation? innovation and creation of the infrastructure nec-essary both for security and quality of life represent the backbone of a strong economy and a strong nation, and the inexorable slide toward a service economy may become a precursor of trouble ahead. Organizations, educators and government officials need to work together to create more awareness of the importance of innovation, and then stronger STEM programs so that more students are able to better understand and pursue the wide variety of career opportunities in science, technol-ogy, engineering and math fields. When this is suc-cessful, we’ll have more students in the types of jobs that will keep the United States at the top of the list of global innovators. n

James (Jim) Heppelmann President and Chief Executive Officer PTC

PTC is a software company whose technology solutions help manufacturers achieve sustained product and service ad-vantage.

Founded in 1985, PTC employs over 6,000 professionals serv-ing more than 27,000 businesses in rapidly-evolving, globally distributed manufacturing industries worldwide.

PTC is a Strategic Partner of FiRST and a founding member of the Real-World design Challenge. The company provides fi-nancial support, free access to professional-grade engineer-ing software and countless man-hours of employee support with the goal of getting today’s students passionate about science, technology, engineering and mathematic careers.


PwC

USWhy do you believe STEM Education/workforce

development is critical to our nation’s future?Helping students develop fundamental STEM-related skills is critical to the health and competitiveness of our economy. The critical thinking, analytical skills and foresight that follow a STEM education not only help students with important life decisions, but they also better prepare students to handle future job demands. Yet more than half of U.S. CEOs point to the lack of availability of key skills as a potential threat to growth in 2013, according to PwC’s 16th annual Global CEO Survey. Today’s students are tomorrow’s leaders—businesses, educators and communities must come together to provide solutions and help introduce STEM-related courses to students at an early age, and with greater frequency. it’s an eco-nomic imperative, and a personal one each of us must own.

How has your corporation coordinated investments in education with future workforce needs?At PwC, people are our greatest asset. We create an environment that enables them to succeed by pro-viding quality learning and development programs, a flexible work environment, and opportunities to develop leadership outside of work by supporting philanthropic interests both in and out of the office. More than ever before, employees want to make a difference and help solve social issues. Creating opportunities for them to do so only increases their level of engagement with the firm. Through PwC’s Earn Your Future, we’re providing opportunities for our people to bring their skills into the community and demonstrate leadership through diverse edu-cational and life-building experiences that interest and inspire them. With PwC’s support, our people are serving on local youth nonprofit boards, teach-ing and mentoring youth and delivering pro bono services to nonprofits, all of which provide greater opportunity to engage more of our people in giv-ing time and talent. This shared value—the benefit to the individual, our local communities as well as the brand of PwC—is the foundation of our investments.

What STEM initiative that your company has sup-ported makes you the most proud? in June 2012, PwC launched PwC’s Earn Your Future, a $160 million commitment of funding, skills-based volunteering, teacher training opportunities and no-cost curricula developed by experienced edu-cational researchers. it’s a commitment unlike any we’ve made before at PwC, and what makes me most proud is that it puts our people out in front of it. Rather than going out and painting schools, our focus on youth education really leverages the skills our people have that makes us unique. Through

this initiative, we’re providing hands-on instruction through programs such as PwC’s High School Busi-ness Challenge, a national student competition to create a business plan using core business and financial concepts. Working with Knowledge@Whar-ton High School, we’re helping educators deepen their comfort level and teaching skills about finan-cial literacy and business. Ours is a comprehensive approach that extends across the learning contin-uum, emphasizing healthy nourishment and avail-ability of learning resources, core math skills, college and real world engagement preparation and life-long learning that helps empower students.

What do we need in the U .S . to continue to be at the top of global innovation?The intersection of technology and education is a key driver of innovation and a necessary component for the U.S. to maintain its status as a global leader. in order to grow our economy, we must continue to find ways to raise the education bar and engage youth in STEM disciplines through innovative medi-ums. This will require vested interest and thoughtful collaboration to advance these technologies and scale them for widespread access. As an example, the PwC Charitable Foundation, inc is investing in social entrepreneurship through programs such as Points of light’s Civic Accelerator, and is actively seeking ways to support start-ups focused on bring-ing new ideas to scale.

What is your advice on using private-public part-nerships to tackle our most pressing education challenges in STEM?One critical component of an effective private-public partnership is to develop a program that leverages the strengths and talents of each orga-nization to create a complementary solution. One way in which we’re doing this is through our part-nership with the Mind Research institute, a non-profit dedicated to improving math education and closing the math achievement gap. Businesses can reach out to local school superintendents and teachers and propose ways to bring their core skills into the classroom, and they can engage in policy discussions with organizations like the Council for Economic Education and contribute to strategies that promote effective solutions. it’s about look-ing inward at your company’s greatest assets and helping others understand how it relates to the edu-cational needs of our future workforce. But most importantly, together we need to figure out how to inspire our youth around the opportunities they may not be aware of, highlight role models, and reinforce the importance of a solid STEM education. n

Bob Moritz is the Chairman and Senior Part-ner of the US firm of PwC, after having been re-elected by the US partnership in January 2013 to serve another four-year term end-ing June 30, 2017. He is also a member of the PwC global network leadership team, which includes the senior partners from the net-work’s four largest territories. Prior to July 2009, Bob served as the Assurance leader of the US firm from 2006 to 2009; and from 2004 to 2006 was the Managing Partner of the new York office and Metro Region.

Bob joined the firm in 1985 and became a partner in 1995. From 1998 to 2001, he served as the Metro Region Financial Services leader. From 2001 to 2004, he led the Financial Ser-vices Audit and Business Advisory practice, which includes the banking, capital markets, insurance, investment management and real estate sectors.

Bob served a three-year tour in PwC Tokyo, providing audit and advisory services to numerous European and US-based financial services organizations operating in Japan.

He is a graduate of the State University of new York at Oswego and is a member of the Ameri-can institute of Certified Public Accountants, the new York State Society of CPAs and the new Jersey State Society of CPAs. He is the chair of the Center for Audit Quality Governing Board and board member of the Oswego Col-lege Foundation. Other board memberships include the Atlantic Council, the Conference Board and the Partnership for new York City.

Bob resides in Westchester County, nY and has two children.

Robert E. MoritzChairman and Senior Partner PwC US

PwC US helps organizations and individuals create the value they’re looking for. We’re a member of the PwC network of firms in 158 countries with more than 180,000 people. We’re committed to delivering quality in assurance, tax and advi-sory services. Tell us what matters to you and find out more by visiting us at www.pwc.com/US

Our firm has a long-standing history of delivering exceptional services to our clients and providing an incomparable pro-fessional experience for our people. Corporate Responsibility (CR) is a key component of our overall business strategy and doing business responsibly, while engaging our stakeholders, is critical to the sustainability of our business, our people, and our communities. At the heart of our CR strategy is PwC’s Earn Your Future, our five year $160 million commitment to better prepare students to make responsible financial decisions and contribute to a healthier U.S. economy.


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tedHow do we encourage students to continue their

study of STEM subjects, particularly women and underrepresented minorities?At Qualcomm, we understand how important it is to start early in STEM education. We are committed to improving STEM education for students during their primary, secondary, and higher education years and to expanding educational opportunities for underrep-resented students. We believe that getting students to study STEM as early as possible and empowering them at a young age is crucial to fostering their future interest and aptitude in STEM subjects. To this point, Qualcomm is a proud member of Change the Equa-tion, which pledges to create widespread literacy in STEM. The initiative aims to improve STEM education for every child, at any age, as well as enable a pool of highly capable STEM teachers.

Additionally, the Company is also a member of the national Center for Women and information Tech-nology (nCWiT), which supports increasing women’s participation in technology and computing, and helps organizations recruit, retain, and advance women from K-12 and higher education through industry and entrepreneurial careers by providing community, evidence, and action.

it is through programs like these that we can deepen appreciation and excitement for STEM programs and careers, and increase enrollment and success. We’ve seen first-hand that a STEM educated workforce breeds opportunity, and as a global leader and developer of advanced wireless technologies, our highly skilled employees are our most important asset. Their ability to calculate, analyze and innovate is the cornerstone of our achievements and their expertise in STEM subject matter is critical to our continued success.

What area of STEM are you most passionate about?i am an engineer at heart. i believe in the celebra-tion of the engineer’s art of creating an entirely new technology, or improving the foundation of an exist-ing technology. You only have to look at the innova-tion and impact that has occurred around mobile to understand how important it is for today’s youth to master the fundamental areas of STEM. not only will they need those skills to participate in the amazing opportunities ahead but they will need them to push for greater technological breakthroughs. Engineers are in high demand in our country—and around the globe—and it’s important to progress STEM educa-tion to find our next generation of inventors, leaders and entrepreneurs.

What principles do you apply to your professional and personal life to advance STEM education?i value innovation and promote the idea that any-thing is possible. i’ve tried, both professionally and personally, to promote that thinking and ethos in my

work and personal life, which i believe ties back to the advancement of STEM education. At Qualcomm, we use advanced technology and approaches to solve fundamental global issues. Whether we’re working to connect the unconnected or introduc-ing wireless education and wireless healthcare to underserved populations, we pride ourselves on our dedication to smashing boundaries. i have always challenged myself and my colleagues to think big about what’s possible and what we can do to enable individualized and personalized experi-ences, while at the same time promoting collabora-tion and the sharing of ideas.

What is the STEM initiative that your company has supported are you most proud?in addition to being a member of Change the Equation, i am most proud of Qualcomm’s initiatives to improve STEM education in our own backyard. As a founding supporter of the Encorps Teachers Pro-gram, a nonprofit organization that recruits retiring STEM professionals to teach at California’s under-resourced public high schools, Qualcomm aims to tackle the public education crisis in our home state. Encorps uses the knowledge and experience from seasoned math and science professionals to teach the next generation. Additionally, we established the Qualcomm institute for innovation and Educational Success at San diego State University, supporting Project lead The Way, which trains middle and high school teachers to implement problem-based, pre-engineering coursework into their classes, as well as improving Student Achievement in Mathemat-ics (iSAM) which improves students’ mathematics understanding and achievement by enhancing teachers’ content knowledge of mathematics and mathematics teaching effectiveness in grades K-12. lastly, this year we were the title sponsor for FiRST Robotics Competition.

What is your advice to those involved in promoting STEM education?We need corporate leaders to make the commit-ment to advancing STEM education. it is just as impor-tant as our need for bright young minds to become the world’s next generation of engineers. Our lead-ers must invest resources and time to provide men-torship and guidance to students of all ages, and to encourage an entrepreneurial spirit and innova-tive way of thinking. The technology industry is excit-ing in that there are pioneers introducing their new ideas, companies, solutions and start-ups on a daily basis. We need these up-and-coming technology mavericks to also empower our students by sharing their experiences and wisdom and to promote STEM education. n

dr. Paul E. Jacobs is chairman and chief exec-utive officer of Qualcomm incorporated. A leader in the field of mobile communica-tions for more than two decades and a key architect of Qualcomm’s strategic vision, dr. Jacobs spearheaded Qualcomm’s efforts to develop and commercialize mobile technol-ogy breakthroughs that have contributed significantly to the growth of both the Com-pany and the industry. important develop-ments which began under his management include: the first smartphone based on Palm OS®; inclusion of GPS capabilities in mobile phones; the BREW® application download system.

As an innovative leader of a broad range of technical teams within Qualcomm, dr. Jacobs has been granted more than 45 patents for his

inventions in the areas of wireless technology and devices. He is chairman of the U.S.-Korea Business Council and the Advisory Board of the University of California, Berkeley, College of Engineering; Global eHealth Foundation Ambassador; a member of the US-india CEO Forum and trustee of the Museum of Con-temporary Art San diego.

dr. Jacobs received his bachelor’s (1984) and master’s (1986) degrees as well as his doctor-ate (1989) in electrical engineering from the University of California, Berkeley, and subse-quently endowed the Paul and Stacy Jacobs distinguished Professor of Engineering chair at the school. He is a member of the Phi Beta Kappa, Eta Kappa nu and Tau Beta Pi honor societies.

dr. Paul E. JacobsChairman and Chief Executive Officer Qualcomm Incorporated

Qualcomm is the leader in wireless technologies and the mobile communications industry. For more than 25 years, Qualcomm ideas and inventions have driven the evolution of digital communications, linking people more closely to in-formation, entertainment and each other.

Today Qualcomm is the world’s largest wireless semicon-ductor company, powering more than 500 of the top smart-phones and tablets on the market from all of the leading device manufacturers and operators.

The Company’s technologies not only fuel the next-genera-tion of smartphones and tablets but are also pushing wireless connectivity invention beyond mobile to transform other sec-tors from healthcare, automotive, government, education to home entertainment.


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Why do you believe STEM Education/workforce development are critical to our nation’s future?it is critically important for the U.S. to have a strong STEM education pipeline and workforce so our nation can continue to be a leader in innovation. That is because science, technology, engineering and math are the foundation of innovation in this era of global competitiveness.

Without this talent, the U.S. risks mediocrity, which would have unfortunate implications for our econ-omy, industries and national security.

How has your corporation coordinated investments in education with future workforce needs?At Raytheon, we have organized our STEM education outreach efforts under our flagship MathMovesU® initiative. We launched MathMovesU back in 2005 to engage students and channel their passions to inspire them to create a new, lifelong relationship with math and science, one that opens up a world of career possibilities in STEM. Over the years it has grown from a middle-school focus to today when we’re involved in every aspect of the STEM pipeline from elemen-tary school up through higher education, as well as supporting teacher training and parental involve-ment. The MathMovesU program touches the lives of millions of students, teachers and parents.

MathMovesU’s approach is interactive, experiential and exciting—to reflect the scientific and engineer-ing culture of our company. Some notable examples of our MathMovesU programs include a virtual thrill ride called Sum of all Thrills™ at innOVEnTiOnS® at Epcot® in Walt Disney World®, an interactive game that connects math concepts with football called “in The numbers” with the new England Patriots and the Kraft family at The Hall at Patriot Place, and a traveling interactive exhibit MathAlive!™ that pro-vides students with fun hands-on experiences to demonstrate the math concepts behind engineer-ing in everyday life.

What area of STEM are you most passionate about?i am most passionate about having an impact on students in the crucial middle school years, espe-cially when it comes to math. Today’s children have so much potential. However, somewhere along the way their interest and aptitude in math begins to wane. looking at U.S. student performance on inter-national assessments, the average student begins

on top of the world in mathematics in elementary school, slips to near the middle of the pack by 8th grade, and sinks to near the bottom by 12th grade.

To reverse this trend and secure the U.S. STEM tal-ent pipeline, we need to inspire today’s students to maintain an interest in math and science so they will be excited and prepared to pursue STEM careers. Once they are in the pipeline, we need to sustain that interest so that they stay on track with their sci-ence and math coursework.

What principles do you apply to your professional and personal life to advance STEM education?As a business leader, i receive many invitations to speak to groups, meetings and classes across the country. By and large, the invitations i accept are the ones where i can talk about the importance of STEM, the challenges the U.S. is facing with our STEM pipeline, and ways we can work together to grow the pipeline for the future.

i feel so passionately about this subject, and i try to communicate and spread the word about the challenges and opportunities to advance STEM education every chance i can get. Most recently this has included talks with the Atlantic legal Foun-dation, Boys & Girls Club of Boston, and northeast-ern University.

What STEM initiative that your company has sup-ported are you most proud of?i am proud of all of the STEM programs we are involved with at Raytheon, but i have a particular passion for our support of the MATHCOUnTS® national Compe-tition. This is the equivalent of the national Spelling Bee for middle school math competitors, and Ray-theon is pleased to be the title sponsor through the year 2018, representing a decade of support.

it is also my honor to serve as the MATHCOUnTS hon-orary chairman, and when i attend the competi-tions, the enthusiasm of the students is infectious. These students, we call them Mathletes®, are some of our nation’s most talented middle school math-ematicians. Witnessing students master mathemat-ics and the excitement on their faces, you really feel good about the future for this next generation and the collective future of our nation. n

William H. (Bill) Swanson is Chairman and CEO of Raytheon Company. Before adding the responsibilities of Chairman to his position in January 2004, Swanson was CEO and Presi-dent of the company. Prior to that, he was President of the company, responsible for Raytheon’s government and defense oper-ations. He joined Raytheon in 1972 and has held a wide range of leadership positions in his 41 years with the company.

Outside of Raytheon, Swanson is a member of the Congressional Medal of Honor Founda-tion board, a member of the nextEra Energy, inc. board of directors and vice chairperson of the John F. Kennedy library Foundation board of directors. He is also a member of the board of governors’ executive committee of the Aerospace industries Association, the CiA Officers Memorial Foundation board of advisors and the President’s national Security Telecommunications Advisory Committee. He is a fellow of the American institute of Aero-nautics and Astronautics.

Swanson is active in the field of education as a member of the California Polytechnic State University President’s Cabinet, the Cal Poly Foundation board of directors, and the Uni-versity of Massachusetts President’s Advisory Council. Swanson also serves as the honorary chair of MATHCOUnTS®, is chairman emeritus of the Business-Higher Education Forum and a member of its executive committee.

A native of California, Swanson graduated magna cum laude from California Polytech-nic State University with a bachelor’s degree in industrial engineering. He has been awarded an honorary doctor of laws degree from Pep-perdine University and an honorary doctor of Science degree from California Polytechnic State University.

Swanson has received the navy league Fleet Admiral Chester W. nimitz Award, the ndiA James Forrestal industry leadership Award, the John W. dixon Award from the Association of the United States Army, a diversity Best Practices CEO diversity leadership Award, and a Wood-row Wilson Award for Corporate Citizenship.

William H. (Bill) SwansonChairman and Chief Executive Officer Raytheon Company

Raytheon Company is a technology and innovation leader specializing in defense, security and civil markets throughout the world. With a history of innovation spanning 91 years, Ray-theon provides state-of-the-art electronics, mission systems integration and other capabilities in the areas of sensing; effects; and command, control, communications and intel-ligence systems; as well as a broad range of mission support services. With 2012 sales of $24 billion and 68,000 employees worldwide, Raytheon is headquartered in Waltham, Mass.

“Witnessing students master mathematics and the excitement on their faces, you really feel good about the future for this next generation and the collective future of our nation.”


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Over the past century, the U.S. educational system produced increasing numbers of high school and college graduates—more than anywhere else in the world. These highly skilled workers, in turn, boosted innovation and helped drive the economic rise of the United States to become the richest nation on the planet.

Today, we risk losing that position because the rest of the world is doing exactly the same thing we did to become a superpower in the 20th Century: using education—and especially STEM education—to help create new wealth and economic prosperity.

Unfortunately, we’ve all read the steady stream of reports over the years cautioning that, without strong steps to strengthen the science and technology base of our students, our quality of life—and U.S. competitiveness—will be threatened. So, the educa-tion system that served us so well in the United States in the last century may not serve us well in the 21st Century. We need to think differently to ensure the workforce of the future is prepared for tomorrow’s challenges—and nowhere do the challenges seem greater than in STEM education.

As i consider a solution, my tendency is to look at the problem using the same perspective we take at Rockwell Collins when we experience a techni-cal issue. For example, if we’re focused on a quality problem, there are two dramatically different ways to look for solutions.

One way is to focus on the immediate problem and treat it with ointment and a Band-Aid as a short-term fix. The risk here is that the issues are very likely to keep recurring.

The other way—and i believe the better approach—is to look at the root cause as a means to prevent the issues from occurring in the future, and ultimately, improve the overall environment for the future.

At Rockwell Collins, we have long believed that the root cause of the issues within STEM education are stereotypes and social barriers that prevent students from gaining science, technology, engineering and math skills early and effectively. That’s why, through our STEM education strategy, we support a variety of hands-on opportunities that break down those ste-reotypes and social barriers, from elementary school through college, both in the classroom and outside of school.

Our Engineering Experiences initiative was designed to help young people think big, dream big, and consider all the possibilities when it comes to STEM education and STEM careers. The anchor of Engi-neering Experiences is our partnership with FIRST®, a nonprofit organization that seeks to inspire young people around the globe to be science and technol-ogy leaders by engaging them in exciting, mentor- based programs, including FIRST lEGO® league, FIRST Tech Challenge and the FIRST Robotic Chal-lenge.

Another program we sponsor as part of Engineering Experiences is Project lead the Way. This hands-on project-based program allows students to develop critical thinking skills by creating, designing and building things like robots and cars. Through partner-ships with middle and high schools, we’re able to provide an experience where students can apply what they learn in math and science classes to solve real-world challenges.

And just like one approach cannot solve the STEM education challenge alone, we recognize one group cannot solve it alone. That’s why partnerships between public and private entities are important. We need businesses and government, along with teachers, parents and non-profit organizations, working together to engage students in STEM stud-ies and introduce students to STEM careers.

This also is true when it comes to measuring results to ensure we’re addressing the right issues—the root cause. An example of this type of partnership is the FIRST longitudinal Study, where multiple businesses and organizations are working together to provide tangible evidence of FIRST programs’ impact on stu-dents’ education and career choices.

in my view, the way to ensure the U.S. educational system is producing highly skilled graduates that can boost innovation and our economy, begins in how we define and articulate STEM education chal-lenges. if we start to think differently about problems, if we focus more on the root causes, if we ask the right questions in order to solve the right problems, the workforce of the future will be better equipped to solve tomorrow’s challenges. n

Clayton (Clay) M. Jones is Chairman and Chief Executive Officer of Rockwell Collins. He was appointed CEO at the company’s spin-off in June 2001, and assumed the role of Chairman one year later. Jones previously served as president of Rockwell Collins and was a corporate officer and senior vice presi-dent of Rockwell international, positions he was appointed to in december 1998. Prior to that, he held positions as vice president and general manager of Rockwell Collins Air Trans-port division and as corporate senior vice president of Government Operations and international in Washington, d.C., where he represented all Rockwell businesses to inter-national and domestic customers.

From 1988 to 1995, Jones was responsible for the space and aircraft systems business areas as vice president of Aerospace Government Affairs and Marketing at Rockwell’s Govern-ment Operations office in Washington. in 1982, he was sponsored by Rockwell to serve a fel-lowship in a White House Executive Exchange program.

He champions the company’s diversity and Science, Technology, Engineering and Math-ematics (STEM) Education strategies. He also is a member of the Board of directors for the Rockwell Collins Charitable Corpora-tion, which supports not-for-profit organiza-tions—particularly organizations that support STEM education—in the communities where employees live and work. like many Rockwell Collins employees, Jones regularly partici-pates in activities to increase awareness of STEM-related careers, including our compa-ny’s introduce a Girl to Engineering program and FIRST (For inspiration and Recognition of Science and Technology) competitions.

A native of nashville, Tenn., Jones joined Rockwell international in 1979 after serving in the U.S. Air Force as a fighter pilot. Jones holds a bachelor’s degree from The University of Tennessee and a Master of Business Adminis-tration degree from The George Washington University.

Clayton (Clay) M. JonesChairman and Chief Executive Officer Rockwell Collins Rockwell Collins is a pioneer in the development and deploy-ment of innovative communication and aviation electronic solutions for both commercial and government applications. Our expertise in flight deck avionics, cabin electronics, mission communications, information management, and simulation and training is delivered by 19,000 employees, and a global service and support network that crosses 27 countries.

As a company that relies on innovation for continued growth, Rockwell Collins recognizes the importance of STEM educa-tion in today’s society. it’s no surprise, then, that our employees spend thousands of hours each year connecting with students to increase awareness of STEM-related careers through our En-gineering Experiences initiative. The anchor of Engineering Ex-periences is a partnership with FIRST®, a nonprofit organization that organizes “sports-like” competitions in support of STEM ed-ucation. Additionally, more than half of Rockwell Collins’ nearly $6 million in charitable giving goes to support education.


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development is critical to our nation’s future?According to the national Math and Science initia-tive, by 2018 more than 8.6 million STEM-related jobs will be available and approximately 3 million of those jobs will be unfilled. As a nation it is imperative that we make STEM education a top priority. American students lag behind Asian and European students in math and science. Based on the 2010 ACT Col-lege and Career Readiness report, of the tested 2010 graduates only 43% of students are considered col-lege-ready in math and a dismal 29% are college-ready in science. in order to compete successfully in the global market, the United States needs a work-force that is skilled in the STEM fields and capable of collaborating across international borders.

Beyond Standards, what are the first steps we should take to curb the STEM education crisis?Based on the current speed of innovation, it is clear that most jobs of the future will require significant STEM preparation. As a nation we need to sharpen our focus on STEM education to ensure we educate our workforce to compete with top global talent. Our challenge is to increase funding and the opportuni-ties available to these students. We have to engage students in STEM fields of study early to harness inter-est and passion for the field.

As we cultivate STEM education, we must bear in mind those with whom the future STEM workforce will compete. in a recent Forbes survey, three-quarters of respondents agreed that it was easier for foreign nationals to work in the U.S. than for U.S. nationals to work overseas because they were more likely to be multilingual. There is a high probability that many of our STEM students will experience working on inter-national projects; they will be faced with the chal-lenges of working in cross-cultural environments. We need to prepare them for this reality by providing opportunities to learn languages. Fostering a positive understanding and attitude to this factors in crucial to their success.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?According to the national Center for Women & infor-mation Technology, women account for only 18% of all computing and information sciences degrees. Fur-ther, a recent report from US news finds that minori-ties earn only 12% of all undergraduate degrees in engineering. There is a need to address this disparity and expand education and career opportunities to these underrepresented groups.

diversity drives innovation and creativity, if we want to prosper in a global market we need to do more to

empower women and minorities and recruit them into STEM fields. in general, we understand there is a need to recruit minorities into this field, but there are many obstacles that prevail. As an example, con-sider the barriers that may inhibit latinos, the fastest growing demographic in this country: limited lan-guage skills, and significant cultural and socioeco-nomic stigmas.

We must strengthen national policy and legislation and arm educators with the resources to expand access to programs that support STEM education. increasing efforts to provide comprehensive schol-arships in STEM education for women and minorities would certainly help.

How has your corporation coordinated investments in education with future workforce needs?As an education company, Rosetta Stone has been expanding its capabilities to address evolving work-force needs. Through our flexible technology plat-form, both educators and business leaders are now able to arm students with the STEM content they need and simultaneously tap into a tool that fosters skills needed to be globally competitive. imagine many schools that have the capability to provide students STEM studies in in a dual-language pro-gram. This creates a powerful combination of STEM skills and global competency that could prepare students for future STEM opportunities anywhere in the world.

What do we need in the US to continue to be at the top of global innovation?We have a serious shortage in STEM expertise and this represents a potential problem to our nation and our economy. To address this challenge we need to think locally as well as globally. We need to come together within our communities to focus our efforts into programs and partnerships that support STEM initiatives. At the local level, business leaders and educators should work together to build STEM capacity for K-20. We need to recognize that as a nation we cannot work in a vacuum and that col-laboration across nations is part of the new age of global innovation.

As the global economy becomes more tightly inte-grated, we will need to develop technology incuba-tors to engage with and collaborate with other top talent across the world. Our current policy is built on the assumption that we are better off keeping our R&d efforts inside the U.S. We need to shift to a more globalized approach. This will require our workforce to be globally minded and be able to collaborate with innovators across the world to connect and share global ideas. n

Steve Swad was named president and chief executive officer of Rosetta Stone in 2012 and has served on the company’s Board of direc-tors since that time. Previously, Steve served as Rosetta Stone’s chief financial officer, direct-ing all accounting, finance, and investor rela-tions activities and overseeing the company’s information technology and global distribu-tion and fulfillment functions.

Prior to joining Rosetta Stone in 2010, Steve was CFO at Comverse Technology. Before that, he was CFO for both Fannie Mae and AOl, and he held senior financial and operational

management positions with Time Warner and its subsidiaries. Steve has also been a partner at KPMG and served as deputy chief accoun-tant at the US Securities and Exchange Commission.

Steve’s career highlights include transforming business models, launching new businesses, identifying, acquiring and investing in strate-gic assets, and overseeing and expanding international operations. Steve holds a BBA from the University of Michigan. He speaks English and is learning Spanish.

Steve SwadPresident & Chief Executive Officer Rosetta Stone

Rosetta Stone inc. provides cutting-edge interactive technol-ogy that is changing the way the world learns languages. The company’s proprietary learning techniques—acclaimed for their power to unlock the natural language-learning ability in everyone—are used by schools, businesses, government organizations and millions of individuals around the world. Rosetta Stone offers courses in 30 languages, from the most commonly spoken (like English, Spanish and Mandarin) to the less prominent (including Swahili, Swedish and Tagalog). The company was founded in 1992 on the core beliefs that learn-ing to speak a language should be a natural and instinctive process, and that interactive technology can activate the language immersion method powerfully for learners of any age. Rosetta Stone is based in Arlington, VA., and has offices in Harrisonburg, VA, Boulder, CO, Austin, TX, San Francisco, CA, Tokyo, Seoul, london, dubai and Sao Paulo.


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dawne S. Hickton is Vice Chair, President and Chief Executive Officer of RTi international Metals, inc., one of the world’s largest pro-ducers of advanced titanium products used in technologically sophisticated applications in the commercial aerospace, defense, pro-pulsion, medical device, energy, industrial and chemical markets. Ms. Hickton has served as CEO and Vice Chair of RTi’s board of direc-tors since 2007. in addition, she became Presi-dent in 2009.

Ms. Hickton has over 25 years of diversified metals experience, including 10+ years in the titanium industry spanning several business cycles.

She is a director of several industry associa-tions, as well as public, private and educa-tional institutions.

How do you believe STEM education can improve a nation’s competitiveness? Technology is evolving faster than ever before. To remain competitive in the global marketplace, U.S.-based companies must continually advance the next great innovation. doing so requires a workforce with top-notch technical skills and the ability to think critically and creatively. These are the skills that a world class STEM education provides.

Unfortunately, when it comes to STEM preparation, there are gaps and inadequacies in our education system. if schools and businesses commit to finding ways to partner in improving STEM education, we will prepare today’s students to be tomorrow’s innova-tors. A new generation of innovators will be needed to ensure that the U.S. remains competitive in the global marketplace.

What is your advice to those involved in promoting STEM education?First, i encourage those working to promote STEM education to develop meaningful, long-standing partnerships with businesses in order to understand what types of STEM skill sets are needed in the work-place. For example, RTi has an interest in material sci-ence (metallurgy), accounting/finance, engineering and iT professionals.

Once you have a solid understanding of the prac-tical applications of STEM education, seek creative ways to make STEM fields attractive to students. And don’t neglect the importance of STEM teach-ers. Push for policies that require rigorous math and science curriculums, fully-qualified educators, and regular training to keep teachers’ knowledge base sharp.

Finally, be relentless in your pursuit. We will not over-come the inadequacies in STEM education over-night. However, i believe that your investment of time, talent and resources in the pursuit of STEM excel-lence will result in a generation of students prepared to meet the technological needs of the future.

What do we need in the US to continue to be at the top of global innovation?The U.S. needs to produce more technical school and college STEM majors. Top-notch STEM profes-sionals are critical for American businesses to stay at the forefront of global innovation, but our technical schools, colleges and universities are not graduating enough of these professionals to meet the demand.

We’re filling some of that gap by importing STEM tal-ent from other countries. We must also seek ways to make it attractive for U.S. students, especially women and minorities who are underrepresented in the field, to choose STEM careers.

Additionally, we must develop and support rigor-ous math and science curriculums in all American elementary and secondary schools so that there is a wide and deep pool of graduating seniors that are genuinely prepared for technical school and college-level STEM studies.

How is your company connecting diversity initia-tives with STEM initiatives? Is this a part of your comprehensive strategy?As a business leader and woman in the STEM field, i am passionate about finding ways to increase the number of women and minorities in the field. As a business leader, i’m also passionate about increasing the number of candidates with strong STEM backgrounds because RTi’s reputation as a leader in “Advancing Titanium” depends upon it. We believe that committing early to student education in the STEM fields will build robust pipelines of future STEM employees. For example, we annually sponsor a high school team to compete in the Aerospace industries Association’s Team America Rocketry Challenge. RTi managers volunteer at local schools and through other STEM-sponsored organizations, and i have personally taken schoolchildren on plant tours.

diversity initiatives are a core principle of RTi’s stra-tegic plan, and we use that commitment to support and encourage diversity in STEM fields. When we are identifying and selecting viable STEM candidates for anticipated openings, our goal is to identify at least one minority and one female for every open leader-ship position. Women and minorities are vastly under-represented in STEM fields so this is a challenge—but one that we embrace. n

dawne S. HicktonVice Chair, President and Chief Executive Officer RTI International Metals, Inc .

RTi international Metals, inc., headquartered in Pittsburgh, Pennsylvania, specializes in advanced titanium products that meet the requirements of the world’s most technologically so-phisticated applications in commercial aerospace, defense, propulsion, medical device, energy, industrial and chemical markets. For over 60 years, RTi has been Advancing Titanium through advanced manufacturing, engineering, machining and forming processes. RTi delivers titanium mill products, ex-truded shapes, form-ready parts and highly engineered com-ponents through our downstream integrated supply chain. RTi has locations in the United States, Canada, Europe and Asia.


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c . Why do you believe STEM Education/workforce

development are critical to our nation’s future?Over the past 10 years, growth in STEM jobs has signif-icantly outpaced the growth of non-STEM jobs, and it is clear that this trend is likely to continue. Projec-tions by the U.S. department of labor show that the fastest growing occupations require STEM prepara-tion, while the U.S. Congress Joint Economic Commit-tee recently reported that the United States is falling behind in international comparisons when it comes to providing an adequate supply of STEM workers. There is a growing disconnect between the skills our graduates have and the skills required to fill the jobs of the future. STEM education is critical in closing this gap, and developing a workforce that is skilled in the roles required for growing our nation’s economy.

How do you believe STEM education can improve a nation’s competitiveness? STEM education creates critical thinkers and enables the next generation of innovators; both are skills that can be carried forward throughout a career. Criti-cal thinking skills provide the ability to analyze, com-prehend, and then effectively communicate what is interpreted from the data. innovation leads to new products and processes that support the growth of our economy. The continued development of STEM skill sets in tomorrow’s workforce will retain our nation’s position as a thought leader, and enable our ideas and innovations to be embraced around the world.

Beyond Standards, what are the first steps we should take to curb the STEM education crisis?The first step in a much larger process is exposing stu-dents to STEM fields early in their education. Many students now are removed from an understanding of how things work. They are immersed in social media, electronic games and the internet, yet lack an understanding of the math, science and engineer-

ing that makes these technologies work. A quarter of our nation’s high school student’s drop out, and of those that graduate and pursue college degrees, many are not adequately prepared to pursue STEM majors. if we can plant the STEM “seed” early in a student’s career, that skill set can grow throughout their educational years and set them up for success in both collegiate and professional pursuits.

What do corporations need to do to create more STEM careers and fill existing jobs?Corporations across the country have the great-est resource to promote and enhance the future of STEM education—our people. We can all help build and cultivate an interest in STEM careers by volun-teering in schools, advocating STEM programs and providing resources to advance STEM education. For graduating students, we need to offer STEM spe-cific job opportunities within our companies, includ-ing internships, and have career progression plans that specifically address the STEM fields.

What area of STEM are you most passionate about?At Serco a large portion of our jobs require an understanding of STEM related skills, and we are finding that work itself is being transformed by these disciplines. Our passion is finding the right combina-tion of these skills in support of our mission. STEM skills are essential to our technological innovation and global competitiveness. Over the last decade, tech-nology has played a vital role in revolutionizing our world, and to stay competitive, continued support of this field is crucial for the future of the U.S. At Serco, we are committed to expanding STEM education through internships that offer practical exposure to “real world” applications and opening the doors to develop the careers of our nation’s future thought-leaders. n

Ed Casey is Chairman and Chief Executive Officer of Serco inc. Since joining Serco in 2006, the Company has expanded its presence to provide services to every branch of the U.S. military, numerous federal civilian agencies, the intelligence community, the Government of Canada, and state and local governments. Under Casey’s leadership, Serco has grown to approximately $1.2 billion with approximately 8,000 employees.

Casey has more than 30 years of experi-ence as a growth-oriented business execu-tive, financier, and entrepreneur. Beginning his career in investment banking, he special-ized in merger and acquisition transactions at The Blackstone Group and was a managing director at UBS Warburg llC. He was founder and president of lowell Partners llC, a private investment firm specializing in energy projects and providing growth capital to small busi-nesses. He also was a managing partner of the Fremont Group, where he was responsi-ble for private equity investments.

Casey was a leader in shaping the deregu-lated energy industry, where he launched one of the utility industry’s first fully competi-tive power project development and market-ing businesses and secured the first federal approval of a utility-affiliated marketing oper-ation. He served as group president of lG&E Energy and as president and chief oper-ating officer of Tenneco Energy, where he was responsible for one of the nation’s larg-est natural gas pipeline systems. Casey also launched nP Energy, which in its second year grew to be the 14th largest electricity mar-keter in the U.S.

Casey earned a bachelor’s degree in eco-nomics from Harvard College and a Master of Business Administration degree from the University of Virginia’s darden School of Busi-ness. He serves on the Executive Committee of Serco Group plc, and also serves on the Executive Committee of the Board of direc-tors of the Professional Services Council and the Board of directors of the northern Virginia Technology Council.

Ed CaseyChairman and Chief Executive Officer Serco Inc .

Serco is a leading provider of professional, technology, and management services focused on the federal government. We advise, design, integrate and deliver solutions that trans-form how clients achieve their missions. Our customer-first ap-proach, portfolio of services, and global experience enable us to respond with solutions that achieve outcomes with value.

Our iT & Professional Services practice designs, develops and deploys solutions that enhance the quality and accuracy of information and provide seamless information-sharing. Our Managed Services practice delivers mission-critical opera-tions and personnel that increase efficiency, productivity and quality of service. Our range of capabilities assist clients with their need to respond to new mandates and expand the scope of their missions.

Serco inc. is a wholly-owned subsidiary of Serco Group plc, an international business that helps transform government and public services around the world.

“Corporations across the country have the greatest resource to promote and enhance the future of STEM education—our people.”


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development are critical to our nation’s future?We’re at a crossroads in the U.S. concerning how we educate and train our youth. Today’s education to employment journey is fraught with obstacles. From the rising cost of enrolling in college education to a lack of curricula that prioritize on-the-job, hands-on learning, students struggle to gain the skills needed to be part of the workforce. Half of youth are not sure that their college education has improved their chances of finding a job and almost 40 percent of employers say a lack of skills is the main reason for entry-level vacancies. We know that STEM jobs are growing 3 times faster than non-STEM jobs, yet on a recent OECd list evaluating 29 countries on how much they teach work-based skills in high school, the U.S. ranks dead last. We are not arming our students with the right skills for the jobs of today and tomorrow. This creates a skills gap, which, if we don’t address it, will only widen as time goes on.

How has your corporation coordinated investments in education with future workforce needs?’in 2011, in Charlotte, north Carolina, we opened the world’s most advanced gas turbine manufacturing plant. As we looked to build our workforce, we had a hard time finding people with the necessary skills for our open positions. in order to begin to create a pipeline of workers for the future, we began an apprenticeship program for graduating high school students. This program is based on the traditional German system that has been part of our company heritage since its inception.

We are part of a local consortium with other com-panies in the area and we have established a part-nership with Central Piedmont Community College (CPCC) for a 3½ year program that immerses a stu-dent in a Machining Technician curriculum. This is the second year of the apprenticeship program in Char-lotte and 12 students are enrolled. Students attend classes at CPCC and are paid to work for Siemens during their breaks to get hands-on training. Siemens invests $165,000 for the education and training of each apprentice and upon successful completion of the program they will be offered a job at Siemens, receive an Associates degree in Mechatronics Tech-nology from CPCC and receive Journeyman Certifi-cation from the north Carolina department of labor.

A Mechatronics Technology degree combines expertise in the engineering specialties of mechani-cal, computer, electronic, software control and sys-tem design engineering. This degree is especially valuable in today’s workforce as more and more of these advanced engineering skills are necessary in today’s higher-technology digital manufacturing plants.

What is the STEM initiative that your company has supported are you most proud?The Siemens Foundation provides more than $7 mil-lion annually in support of educational initiatives in the areas of science, technology, engineering and mathematics (STEM) in the United States. its signa-ture programs include the Siemens Competition in Math, Science & Technology, Siemens Awards for Advanced Placement, and The Siemens We Can Change the World Challenge, which encourages K-12 students to develop innovative green solutions for environmental issues.

We are very proud of the Siemens Competition, the nation’s premier science research competition for high school students. Winners achieve national recognition for their research projects and earn scholarships ranging from $10,000 to the coveted $100,000 grand prize. The competitors are a remark-able group of young men and women and Siemens is proud to recognize their talent so early in their promising careers.

What is your advice on using private-public part-nerships to tackle our most pressing education challenges in STEM?Public-private partnerships are an essential compo-nent to creating a successful education-to-employ-ment system because they allow for the marriage of supply and demand. Businesses can communi-cate their immediate and anticipated needs. Edu-cational institutions and instructors can respond to the needs of the marketplace by structuring their programs and curricula around the local industries. Students are then educated and trained in a skill set that will enable them to compete for available jobs in their community. Public-private partnerships are a win-win-win. n

Eric Spiegel is the President and CEO of Sie-mens Corporation and is responsible for growing the U.S. business in the company’s largest market. With $22 billion in sales, $6 billion in exports and approximately 60,000 employees in the U.S., Siemens provides solu-tions for more affordable and efficient health-care, the growing demands of cities and the nation’s infrastructure needs, cleaner sources of energy production, and industrial produc-tivity. Siemens has over 130 manufacturing sites across the U.S. and is represented in all 50 states.

Mr. Spiegel, 54, joined Siemens in January 2010. Prior to joining Siemens, Mr. Spiegel was

with Booz Allen Hamilton from 1986-2008 and Booz & Company from 2008-2010. A gradu-ate of Harvard University and the Tuck School of Business at dartmouth College, Mr. Spie-gel is the Chairman of Ford’s Theatre Society Board in Washington, d.C. and a member of The Board of Overseers at dartmouth’s Tuck School of Business. He is also the Vice Chair of the Education and Workforce Committee at the Business Roundtable and is a member of the board of the U.S. Chamber of Commerce. An expert on the global energy industry, Mr. Spiegel co-authored the 2009 book Energy Shift: Game-changing Options for Fueling the Future, which has been translated into Arabic, Spanish, Korean and Japanese.

Eric SpiegelPresident and Chief Executive Officer Siemens Corporation

Siemens Corporation is a U.S. subsidiary of Siemens AG, a global powerhouse in electronics and electrical engineering, operating in the industry, energy, healthcare, and infrastruc-ture & cities sectors. For more than 165 years, Siemens has built a reputation for leading-edge innovation and the qual-ity of its products, services and solutions.

Siemens’ products were first introduced to the U.S. nearly 160 years ago (1854) and today our power generation solutions help meet one-third of America’s total energy needs. We are the largest traffic solution company and the number one sup-plier of light rail vehicles in north America. Medical records for more than 40% of the U.S. population are hosted on our cut-ting-edge cloud computer network, processing more than 230 million transactions every day. And the World Trade Cen-ter, the 9/11 Memorial, the Statue of liberty, Carnegie Hall, the national Mall in Washington, dC, and Amtrak, the nation’s rail system, have all been built, restored or upgraded utilizing Siemens’ technologies.


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nyWhy do you believe STEM Education/workforce development are critical to our nation’s future?STEM education/workforce development is critical to our nation’s future because it is what drives advance-ment. Where there is a strong focus on STEM, there is a focus on innovation. Every issue faced by modern society—from hunger, to medicine, to energy and conservation—will require the application of STEM principles to be effectively managed.

How do you believe STEM education can improve a nation’s competitiveness?A strong country requires bright minds, minds that can work through the complex nature of the mod-ern world and seek better solutions. Countries with an emphasis on STEM education are better able to seek these solutions, to harness the power of tech-nology for the greater good, which ultimately makes them more competitive in today’s global environ-ment.

Beyond Standards, what are the first steps we should take to curb the STEM education crisis?First and foremost, we need to make STEM educa-tion accessible to all students, at all levels. A student that is eager to learn should not be denied the opportunity to study STEM subjects due to budget-

ary constraints. Secondly, we need to make STEM education engaging, which means gearing curricu-lum to be relatable to the students and the world around them. Perhaps most importantly, we need to train and recruit quality teachers who can ignite the spark for learning and keep students motivated to always remain curious.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?We know that the thirst for knowledge begins at an early age so, in order to maintain emphasis on STEM subjects, we must start with young students. From there we need to gear curriculum to focus on improving our students’ critical thinking, which is the foundation for STEM education. Finally, we need to encourage students from all walks of life to join the conversation, as the best ideas come when you have a wide range of inputs.

What traits do corporate leaders need to effectively support and advance STEM education today?As a farmer, and due to my involvement in plant breeding, i would say that the area of STEM that i am most passionate about is science. n

Harry H. Stine is a farmer and seedsman. in four decades Stine’s company has become the most renowned private soybean breed-ing program in the country, developing the genetics that are used on a significant portion of all the soybean acres planted in the U.S.

Stine was raised in rural dallas County, iowa. He went on to receive a bachelor’s degree from McPherson College in McPherson, Kan-sas. After college, Stine returned home to help his father Bill who, in addition to farming and raising hogs, had established Stine Seed Farm to clean public soybean varieties.

in the late 1960s Stine joined with four other seedsmen in forming improved Variety Research (iVR), one of the first private soy-bean research and development companies in the nation. in 1973 iVR was dissolved, and Stine and head plant breeder Bill Eby founded Midwest Oilseeds, which today is the indus-try’s leading soybean genetics developer.

in 1979 Stine began selling soybean seed under his own label, Stine Soybean Seeds. in

1992, Stine began selling corn and soft red winter wheat under the Stine label.

Through it all, Stine has remained a farmer first, and seedsman and businessman second. His love for the land has kept Stine involved in nearly all aspects, even as his companies have experienced tremendous growth.

His efforts in the field of agriculture have not gone unnoticed. in 1989 Stine was named Agrimarketer of the Year by the iowa chap-ter of the national Agri-Marketing Association (nAMA), as well as the Ernst & Young iowa/nebraska Entrepreneur of the Year. in 2000 the des Moines Register named him as one of the 50 most influential people in iowa. in 2002 Stine received an honorary doctorate degree from McPherson College, and in 2003 Stine was inducted into the iowa Business Hall Of Fame. Then, in 2007 the iowa Biotechnology Association recognized Stine with its Entrepre-neurial Achievement Award, while the iowa Farm Bureau Federation honored him with its distinguished Service to Agriculture Award.

Harry H. StinePresident and Founder Stine Seed Company

Stine Seed Farm, inc., headquartered near Adel, iowa, is fo-cused on developing the world’s best-performing corn and soybean seed, and marketing that seed through its retail divi-sion, Stine Seed Company. Stine operates the industry’s larg-est corn and soybean breeding and development programs, advancing and testing nearly 1 million unique soybean variet-ies and more than 100,000 preliminary corn hybrids annually. For nearly four decades, Stine’s soybean research program has been regarded as the soybean genetics supplier of choice to the seed industry, and Stine’ portfolio of seed, trait and technology patents has earned it Top Ten placement on the Patent Board’s rankings for the Food, Beverage and Tobacco industry.

“A strong country requires bright minds, minds that can work through the complex nature of the modern world and seek better solutions.”


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take to curb the STEM education crisis?We need to create partnerships focused not only on making STEM accessible, but also on helping STEM subjects become something kids are genuinely pas-sionate about. STEM professionals are tackling issues students can get excited about; we just need to show students the opportunities available to them. At Symantec, we have engineers that work to secure the world’s ever-burgeoning digital information. Other companies are exploring space or inventing the next best technology, all exciting things for kids to know more about.

Employees at companies like ours are role models to younger generations. Mentors can empower stu-dents to know that their dreams of working in STEM fields can become a reality.

Making STEM a priority is necessary to guarantee proper funding for STEM initiatives, ensuring students gain access to the support they need to be suc-cessful. We need everyone to play their part– from businesses, to nGOs, to educators, to government. Together we can turn the tide.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?Granting access to quality programs is one of the most important things we can do to encourage STEM studies. Furthermore, providing role models is essential to helping students become engaged with STEM on a personal level. Programs such as Teach for America’s Math and Science Education initiative and the Boys and Girls Clubs of America’s (BGCA) Club Tech are significant in helping underserved stu-dents engage with STEM subjects.

Symantec is partnering with BGCA on a new initiative to increase STEM programming to underserved stu-dent populations. Symantec will support Clubs nation-wide, and fund mini grants to help Clubs expand STEM programs. These programs will empower Clubs to increase engagement with youth who have the potential to become future leaders in STEM.

How has your corporation coordinated investments in education with future workforce needs?Strong partnerships are crucial to helping us reach our workforce goals and have maximum impact.

We join with organizations such as the Silicon Valley Education Foundation to provide summer math and science programs and advocate for academic excellence in STEM standards, and Science Buddies to promote hands-on science exploration for K-12 students. These partnerships contribute to our goal of making STEM education more accessible, posi-tioning us to better meet future workforce demands.

Providing STEM education to children and young adults, particularly women and minorities, is vital to building a diversified and innovative workforce for the future.

What is the key to smart STEM investments?The key to smart STEM investments is to seek partner-ships with programs that have demonstrated mea-surable results and create sustainable programs that inspire populations most in need to pursue STEM careers. We need to help students connect STEM education to the innovative products and the dis-coveries that have enlightened our society.

Teach for America is a great partner focused on moving the needle in STEM education. By 2015, they aspire to have 5,000 STEM teachers reaching 350,000 students nationwide. Their corps members are working in underserved communities, reaching the students we want in STEM professions.

How is your company connecting diversity initia-tives with STEM initiatives? Is this a part of your comprehensive strategy?Our women’s initiative internally is focused on increasing the number of women in technology in our company. This is an integral part of our strategy because it will make us a more competitive and innovative company, providing diversity of thought and perspective.

Symantec works to drive the broad systemic change needed to attract women to STEM careers through partnerships with the Anita Borg institute (ABi) and the national Center for Women & information Tech-nology.

in addition to our philanthropic support of ABi, we are also proud that two Symantec leaders serve with the organization—one on the Board of Trustees and the other as a member of the Advisory Board. n

Steve Bennett was named Symantec’s chief executive officer in July 2012. Prior to that, Bennett joined Symantec’s board of direc-tors in February 2010, and was chairman from 2011 to 2013. Bennett previously led intuit serving as president and chief executive offi-cer from 2000 to 2007. At intuit, Bennett com-bined the company’s historic innovative and customer-driven expertise with strategic and operational rigor. intuit revenue grew to $2.7 billion in fiscal 2007 from less than $1 billion in fiscal 2000. Under Bennett’s leadership intuit grew its existing businesses while simultane-ously expanding into new markets, such as online banking and healthcare.

Bennett joined intuit after a 23-year career at General Electric, where he managed com-plex and diverse organizations from con-sumer appliances to financial services. during his career at GE, he held a variety of key management roles in numerous areas of the business, including GE Capital e-Business, GE Capital Vendor Financial Services, GE Electri-cal distribution and Control, GE Appliances, GE Medical Systems and GE Supply.

He currently serves on boards at American Airlines and parent company AMR Corpora-tion. Bennett graduated from the University of Wisconsin with a bachelor’s degree in finance and real estate.

Steve BennettChief Executive Officer Symantec

Symantec protects the world’s information, and is the global leader in security, backup and availability solutions. Our inno-vative products and services protect people and information in any environment—from the smallest mobile device, to the enterprise data center, to cloud-based systems. Our industry-leading expertise in protecting data, identities and interac-tions gives our customers confidence in a connected world. More information is available at www.symantec.com or by connecting with Symantec at: go.symantec.com/socialme-dia.


natarajan Chandrasekaran (“Chandra”) is the Chief Executive Officer and Managing director of Tata Consultancy Services (TCS), a leading global iT solution and consulting firm, and a member of its Board of directors. He was elevated to the role of Chief Executive in October 2009 after serving as the Chief Oper-ating Officer since 2007.

With revenues of $ 11.6 billion in 2012-13, TCS is among the fastest growing iT services com-panies globally with a compounded annual growth rate of 26 percent over the last three years. The market capitalization of the com-pany crossed USd 50 billion during 2012-13. With over 276,000 consultants, TCS is one of the world’s largest private sector employers with the highest retention rate in a globally competitive industry.

A tireless traveler who is always willing to meet customers, Chandra personifies TCS’ commit-ment to its culture of customer centricity, its reputation for high service quality as well as its tradition of innovation. A technopreneur

known for his ability to make big bets on new technology, Chandra has been driving several innovative initiatives at TCS, some of which have since scaled into sizeable new businesses.

Under his guidance, the company has refined its corporate sustainability program to focus on education, environment and wellness. Through his active support of major mara-thons in Boston, Berlin, new York, Chicago, Amsterdam, Mumbai and Bangalore, he has helped spread a message of health aware-ness across the firm’s employees globally as well as in communities in which it operates.

Chandra has spent his entire career in TCS, joining the company in 1987 after complet-ing a Masters in Computer Applications from Regional Engineering College, Trichy, india. The SRM University has conferred the degree of doctor of literature (2010) on Chandra for his Pioneering and Outstanding contributions to the industry.

Tata

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esHow do you believe STEM education can improve a

nation’s competitiveness? There is no doubt that a nation that is technologically savvy will inevitably have a competitive edge. As we become more “digital” as a society, not only does STEM education lead to technology-led innovations, but also increased competitiveness and productivity of a country. Future job growth will be in STEM disci-plines, and a nation aspiring to be a global leader can use STEM education as a perfect platform for economic growth and prosperity.

How do we encourage students to continue their study of STEM subjects, particularly women and under-represented minorities? Through an inclusive multi-prong strategy, we can encourage all students to continue STEM studies by:

• Showcasing future opportunities in STEM careers for students, parents, and teachers

• Generating genuine excitement in STEM subjects inside and outside of the classroom for today’s generation through STEM job matrices, STEM career profiles, and by through STEM role models.

• Providing mentorship to encourage women and minorities, giving a first-hand look into the mak-ings of a successful STEM career, and creating pathways for knowledge sharing and advice.

How has your corporation coordinated investments in education with future workforce needs?TCS has a highly evolved ecosystem of workforce planning, and we have made significant invest-ments in identifying, engaging, and preparing our future workforce. Through our Academic interface and Campus Relations Programs, we partner with top universities around the world to collaboratively source STEM talent. Additionally, our STEM outreach programs impact the creation and sustainability of a STEM talent pipeline for the present as well as the future.

What area of STEM are you most passionate about?With an educational background in Computer Science and a 25-year career in iT, i am most pas-sionate about mathematics and algorithms. As a discipline, math equips you to think analytically in any given situation which is highly relevant in today’s world as we connect discrete sources of structured and un-structured information to create innovative and compelling services.

What principles do you apply to your professional and personal life to advance STEM education?One of the guiding principles that i have adopted both personally and professionally to advance STEM education is “Realize One’s Potential”. Creating an open culture to continuously learn, encourage

experimentation and foster collaboration is essen-tial for advancing STEM education.

What STEM initiative that your company has sup-ported are you most proud of?We are proud of our goiT Student Technology Pro-gram, a multi-tiered outreach program engaging students, parents, universities, and local government; with the goal of increasing student excitement and participation in Technology related careers. Since its inception in 2009, goiT has evolved from a two-school camp to a multi-city, year-long program and has influenced over 2,000 students across 40 school districts to pursue technology related careers. The key ingredients of goiT are:

• Impact based volunteerism: TCSers assist high school teachers throughout the school year by supplementing their lesson plans on a variety of programming topics. Students receive hands-on demonstrations on programming mobile appli-cations and using multimedia software.

• Job-Skills Gap Assessment: We connect with universities to understand the gaps between uni-versity curriculum and workplace needs. These inputs influence technologies the students are exposed to during goiT workshops.

• Summer Camps: We also host goiT summer camps to demonstrate real-life STEM role mod-els and provide hands-on exposure to new tech-nologies through a competition.

We are also proud to be a part of the STEMconnector® STEM innovation Task Force, and join the collabor-ative efforts of national leaders to help shape the future of STEM talent, job creation and careers in US.

What do we need in the US to continue to be at the top of global innovation?The US has long been looked upon as the leader in global innovation. in order to continue to lead, it is critically important to focus on four key areas: build-ing capability and capacity, enhancing quality, and improving employability in STEM education. To build capability, we must ensure our current and future workforce have the proper skills, education, and training to pursue a STEM career. To grow capacity, we must inspire students and youth to embrace STEM disciplines, and eventually pursue a STEM career. To enhance quality, we must ensure that our educators are adequately equipped and that our standards are comparable to or more rigorous than the rest of the world. To improve employability, we need corpo-rations to invest time in vocational training to prepare tomorrow’s workforce for a future in STEM careers. All of these outcomes will help ensure that US continues to be at the top of global innovation. n

n. Chandrasekaran Chief Executive Officer & Managing director Tata Consultancy Services

Tata Consultancy Services is an iT services, consulting and business solutions organization that delivers real results to global business, ensuring a level of certainty no other firm can match. TCS offers a consulting-led, integrated portfolio of iT, BPO,infrastructure, engineering and assurance services. This is delivered through its unique Global network delivery Model™, recognized as the benchmark of excellence in soft-ware development. A part of the Tata group, india’s largest industrial conglomerate, TCS has over 276,000 of the world’s best-trained consultants in 44 countries. The company gener-ated consolidated revenues of US $11.6 billion for year ended March 31, 2013 and is listed on the national Stock Exchange and Bombay Stock Exchange in india. For more information, visit us at www.tcs.com.


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development is critical to our nation’s future?innovation is the key to our company’s and our nation’s future, and to innovate, Ti and other Ameri-can companies must be able to hire highly skilled, STEM-capable engineers and technicians. But the demand for STEM workers is great, with the U.S. STEM workforce is expected to grow through 2018, to an estimated 8.65 million workers. To ensure the quality of our future workforce and stay globally competi-tive, we must support advancements in STEM educa-tion.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?We engage directly with students as tutors and men-tors to help them prepare for success beyond high school. We support teachers by providing training, and we provide awareness for parents of under-rep-resented minorities and girls. We want to show them that providing a strong foundation in STEM will help students succeed in a global workforce.

Among the ways we influence the study of STEM sub-jects:

• Robotics: We support the FiRST, BEST and VEX robotics competitions where our employees serve as coaches and organizers where sports-like teams of students build robots and compete in fun and educational games. By providing hands-on experiences like robotics, we see stu-dents get interested in and begin to consider STEM careers.

• Teacher development: Ti recognizes that to increase the number of math- and science-capable students equipped to enter into and graduate from STEM-based disciplines, we must first invest in teachers. The Ti Foundation has funded programs such as Teach for America and UTeach to increase the number of math and sci-ence teachers in dallas’ traditional and charter public schools.

in 2013, we will launch a skills-based volunteer pro-gram. We are encouraging our team of engineers, analysts, and finance and communications experts– to take their talents into the community, providing support for non profits and classrooms across our footprint.

How can we do a better job to strategically coor-dinate all those engaged in STEM across the com-pany? (Across different departments)At Ti, we have established an Education Stakehold-ers Team that meets regularly to bring together key employees whose jobs involve K-16 education and workforce development to discuss and coordinate such initiatives. The cross-functional, cross-depart-mental engagement helps align various initiatives with the company’s overall strategy and focus investment and involvement on effective programs. Outcomes and data from this team are shared broadly with our more than 33,200 employees via our intranet system.

What is the key to smart STEM investments? We must move from being great philanthropists to being strategic investors who are looking for return on investment—with the ROi in this case being stu-dent achievement. We identify outcomes-based organizations focused on root causes. We look for programs that have direct link to student achieve-ment and can prove it. The key is recognizing that solutions take more than money. it takes investment and involvement. We align volunteerism with giv-ing, inspiring our employees to get directly involved in education as contributors, volunteers, mentors, tutors and advocates it’s important that we help our education stakeholders tell their story as well.

We must stick with it. We have supported education since Ti’s founding more than 80 years ago, and it’s as important today as any time in our history.

Finally, we must collaborate with others who share our goal of quality STEM education for every child. We believe that every child can and should have the educational foundation to succeed regardless of race, geography, native language, gender or income.

What is your advice on using private-public part-nerships to tackle our most pressing education challenges in STEM?Business cannot act alone. A collaborative effort is required for systemic change. it’s the responsibility of business to join other key education stakeholders —school districts, higher education, non-profits, city governments, and others—to work together with a shared agenda for collective impact. Together, we can solve STEM education challenges and achieve large-scale systemic change through collective impact. n

Richard (Rich) K. Templeton is chairman, pres-ident and chief executive officer of Texas instruments (Ti). He became chairman of the board in April 2008, and president and chief executive officer in May 2004. He has served on the company’s board of directors since July 2003. Under his leadership, Ti has emerged stronger, with better technological and prod-uct positions in its core businesses.

in addition to his Ti duties, Templeton has focused much of his external energies on pub-lic issues and initiatives that advance the high-tech industry, technological innovation and education, particularly STEM (science, tech-nology, engineering, and math) education.

With Templeton’s direct involvement, Ti has extended its reputation as a strong supporter of K-16 education on both the philanthropic and business sides. during the 2012-2013 United Way of Metropolitan dallas campaign, Templeton served as chair and led the first ever north Texas CEO service project with almost 40 C-level exec-utives participating in a “STEM in the Schoolyard” project with fifth graders at a dallas elementary

school. The event successfully increased aware-ness by engaging the area’s top corporate stake-holders through direct interaction with students.

Through this and many other initiatives, Ti and its employees are making an impact in Ti’s “own backyard”, strengthening STEM teach-ing and student achievement.

Ti’s top philanthropic priority is the positive transfor-mation of the K-12 public education system within its communities where employees live and work. By partnering with key education stakeholders who are focused on student achievement, Ti is helping develop and support outcomes-based STEM edu-cation programs. in the U.S., the company’s STEM focus is especially directed toward increasing skills among under-resourced communities and under-represented minority students and girls.

in 2012, Templeton received the Robert n. noyce Award from the Semiconductor industry Associ-ation. The award, which is selectively presented to industry leaders, cited his service as a “vigor-ous advocate for STEM education and longtime champion of research and innovation.”

Richard (Rich) K. TempletonChairman, President and Chief Executive Officer Texas Instruments

Texas instruments incorporated (Ti) is a global semiconductor de-sign and manufacturing company that develops analog iCs and embedded processors. For more than 80 years, Ti has used increas-ingly complex technology to change the world. Today, Ti’s semicon-ductor innovations help more than 100,000 customers unlock the possibilities for a smarter, safer, greener, healthier and more enjoy-able world. By employing the world’s brightest minds, Ti creates inno-vations that shape the future of technology and helps its customers transform the future, today. Ti is committed to creating an ecosystem that drives innovation through its support of K-12 and post-second-ary options. Over the past five years, Ti has contributed more than $150 million to education. Higher education has received more than 80 percent of this investment. in addition, employee volunteer hours, equipment donations and in-kind contributions significantly extend the impact of this commitment. in 2012, 21 percent of these funds supported K-12 initiatives for students and teachers.


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cWhy do you believe STEM education and workforce development are critical to our nation’s future?According to recent research by the Manufacturing institute and deloitte, our country’s manufacturing sector cannot find people with the necessary skills to fill nearly 600,000 open jobs. This skills gap doesn’t bode well for U.S. competitiveness, especially since an estimated 2.7 million new STEM-related jobs are expected by 2018. Today’s youth can benefit from a variety of programs, from mentoring, job shadowing, apprenticeships and workforce training. All of these are necessary to attract and cultivate the best talent.

Beyond standards, what are the first steps we should take to curb the STEM education crisis?While standards that establish minimum perfor-mance levels are important, teacher training is per-haps more critical to the long-term success of STEM education. in fact, President Obama is calling for the training of 100,000 new science, technology, engi-neering and math teachers over the next several years. The national Math & Science initiative is a step in the right direction, it effectively engages with lead-ing business and technology companies to actively join the effort. Private sector involvement in helping achieve the President’s teacher training goal is vital to its eventual success.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?From their earliest school years to college and gradu-ate programs, students gravitate toward fields prom-ising financial reward, stability, excitement or fame. All of that is possible with a STEM education. But we need leaders, starting with teachers in primary school, who can create and sustain excitement for STEM subjects and celebrate individual successes in relevant fields, especially among young women and underrepresented groups. While teachers are plant-ing seeds, leaders in the business community must shine brighter lights on STEM achievements. if we

can drive energy and excitement through teachers in primary and secondary schools, build more robust STEM programs in U.S. colleges and universities and publicly and purposefully celebrate achievement in media, we can turn STEM careers into the hottest careers within the decade.

What is the key to making smart STEM investments?Any philanthropic investment must align with a company’s mission and be tied to metrics that dem-onstrate program effectiveness. Starting with our mission to enable our customers to make the world healthier, cleaner and safer, our STEM investments are well-placed if we are helping build a talent pipeline that benefits our customers in the future. And a thriving marketplace in the future bodes well for our business globally, which is something that is important to our employees and shareholders.

Which of the STEM initiatives your company sup-ports gives you the greatest pride?We’re extremely proud of our participation in The Massachusetts Math + Science initiative (MMSi), a $30 million initiative organized jointly by Mass insight Education and Commonwealth of Massachusetts to help close the achievement gap for under-served students. Our $1 million contribution, funded through the Thermo Fisher Foundation for Science, is having a measurable impact on STEM education. The program provides a range of programs, includ-ing teacher training, that support and encourage students, broadening their interests in STEM sub-jects. Through its rigorous Advanced Placement (AP)-driven, performance-based programs, MMSi is making a difference. Our employee led Commu-nity Action Councils encourage volunteerism and employee engagement with STEM organizations. in 2013, we introduced a STEM scholarship program, partnering with premier universities. All of these efforts will continue to address the achievement gap we are facing with STEM education. n

Marc n. Casper is president and chief execu-tive officer of Thermo Fisher Scientific. Casper joined Thermo Electron in december 2001 as president of its life and laboratory sciences segment. He was named senior vice presi-dent of the company in december 2003, and in March 2005 was given responsibility for all operating divisions. in november 2006, when Thermo Fisher Scientific was formed through the merger of Thermo Electron and Fisher Sci-entific, Casper was named executive vice president of the company and president of the Analytical Technologies Group. in May 2008, he became chief operating officer of Thermo Fisher Scientific, and in October 2009, he was named president and CEO. Under his leadership, the company’s foundation—the Thermo Fisher Foundation for Science—has strengthened its commitment to enhanc-ing STEM education. in 2012, it pledged more than $1 million for science education efforts.

Prior to joining the company, Casper served as president, chief executive officer and a director of Kendro laboratory Products. Before Kendro, he was president-Americas for dade Behring inc., a $1.3 billion global manufacturer and marketer of products and systems serving the clinical diagnostics mar-ket. He served as executive vice president for Europe, Asia and intercontinental for two years before that.

Casper began his career at Bain & Company as a strategy consultant and later joined Bain Capital, where he oversaw business devel-opment, strategy and business integration in select companies owned by Bain.

Casper received an MBA with high distinction from Harvard Business School and is a gradu-ate of Wesleyan University, where he received a bachelor’s degree in economics.

Marc CasperPresident and Chief Executive Officer Thermo Fisher Scientific

Thermo Fisher Scientific inc. is the world leader in serving sci-ence. Our mission is to enable our customers to make the world healthier, cleaner and safer. With revenues of $13 bil-lion, we have 39,000 employees and serve customers within pharmaceutical and biotech companies, hospitals and clini-cal diagnostic labs, universities, research institutions and gov-ernment agencies, as well as in environmental and process control industries. We create value for our key stakeholders through three premier brands, Thermo Scientific, Fisher Scien-tific and Unity lab Services, which offer a unique combination of innovative technologies, convenient purchasing options and a single solution for laboratory operations management.

Thermo Fisher Scientific has both an interest in, and a respon-sibility for, inspiring tomorrow’s scientists and engineers. The Thermo Fisher Foundation for Science was created to give back to our global community by supporting science stu-dents and broadening interest in STEM.


How do you believe STEM education can improve a nation’s competitiveness?i find the quality most commonly shared by college graduates with degrees in science, technology, engi-neering, or math is the desire to make a difference. They are problem-solvers in search of solutions, and want to have a positive effect on the world in which we live.

Many of those with STEM education are drawn to the construction industry because of its enormous impact on so many different aspects of modern life. They read about the need to improve the infra-structure of a city, hear of the need for a healthcare facility in a rural area, or see an empty space a com-munity center might fill; and they want to be part of the team that repairs, builds, and creates.

What principles do you apply to your professional and personal life to advance STEM education?i am honored to be on the board of the ACE Men-tor Program. The ACE Mentor program provides high school students the opportunity to work on design and construction assignments in teams that include members of the construction industry, from devel-opers to tradesmen. Students are given access to current technology for estimating, scheduling and modeling their assignment projects and they visit construction sites and offices to see firsthand what goes in to completing a project.

in addition, each summer Turner hires 350 interns. We help and encourage them to make the most of their natural gifts and their willingness to work hard. Our internship program is more than a summer job — it’s a professional and educational process that pre-pares students for a successful transition to a chal-lenging and rewarding career. it’s also a chance for Turner to see students in action, matching the talents and interests of students to the emerging needs of our business.

What do we need in the US to continue to be at the top of global innovation?We need to continue to advance the message regarding the opportunities available for develop-ing innovative solutions to significant global issues through education and careers in STEM. Students in the STEM field are well aware that the great strides made in technology highlight the need for constant innovation and improvement. How can we build

greener schools? How can we build more effective hospitals? natural light and better indoor air quality are conducive to both learning and healing. Energy efficiency means available funds can be allocated more effectively.

These are the kinds of challenges that will inspire the upcoming generation of engineers. An energy-effi-cient, technologically advanced facility will provide increased opportunities in communities across the country.

ideas and possibilities can come from the most unexpected sources, which is why collaboration and communication is so vital to our industry.

How is your company connecting diversity initia-tives with STEM initiatives?The CEO of every company was given a chance and an opportunity to succeed. He or she was assisted in advancing their career by people who believed in them. At Turner, we work hard to foster an environment where employees feel that not just one, but many people are invested in their suc-cess. Teamwork makes a project succeed. The more diverse the team and varied the perspective, the better the outcome. We encourage employees to network, to join groups such as the Society for Asian Scientists and Engineers, the national Society of Black Engineers, the Society of Hispanic Professional Engineers, and the Society of Women Engineers. We encourage them to reach out for help if they need it, and to offer it to others whenever they can.

What counsel would you provide around “collabo-ration to achieve success” in STEM Education and work force?i would stress the importance of connections, and of being part of a larger whole. We want every employee to truly believe they can make a lasting impact on our company, and in the communities in which we build. Companies can increase both their morale and their bottom line when they produce a tangible product that strengthens people and com-munities. Our employees have great pride when they look at a new school, a new hospital, or new community center and say, “i helped to create it.”

When it comes to one’s professional life, that feeling of visible achievement, of giving back, is a difficult one to top. n

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Peter J. davoren is President and Chief Execu-tive Officer of Turner Construction Company. Under Peter’s leadership, Turner has been recognized as the leader in the delivery of green building projects and for the utiliza-tion of Building information Modeling tools. The company has also been recognized as having the leading safety program for large contractors by the Associated General Con-tractors of America, the best company for entry level employees to work, and one of the top 50 organizations dedicated to devel-oping multicultural business opportunities. Peter joined Turner in 1978 after graduating from Pratt institute.

Peter’s first assignment was as a Field Engi-neer on the Brigham and Women’s Hospital project in Boston. He moved to new York in 1980 and has held a wide variety of assign-ments in the delivery and management of Turner’s work. Peter’s leadership roles have

included Manager of Turner’s interiors divi-sion in new York, Vice President and General Manger of Turner’s new York office and Senior Vice President responsible for Turner’s activi-ties in new York, new Jersey and Pennsylvania. Peter was appointed President of Turner Con-struction Company in 2003 and Chief Execu-tive Officer of The Turner Corporation in 2007.

Peter is active in industry groups and orga-nizations. He serves as the Chairman of the Contractors’ Association of Greater new York (CAGnY) and Vice Chairman of the ACE Mentor Program. He is also a member of the Columbia Engineering Board of Visitors and Chairs the Capital Facilities Working Group for The Beacon institute for Rivers and Estuaries.

Peter J. davorenPresident and Chief Executive Officer Turner Construction Company

Turner is a north America-based construction services com-pany. Turner first made its mark on the construction industry pioneering the use of steel-reinforced concrete, which en-abled the company to deliver safer, stronger, and more ef-ficient buildings to clients. Turner continues to embrace emerging technologies, update and refine processes, and remain responsive to the needs of their employees, clients, and the communities it serves.

Using the principles of lean construction, Turner minimizes waste and maximizes the use of time, labor, and materials. Turner has become the leading industry exponent of Build-ing information Modeling (BiM) to fully coordinate all team members working on their projects. As a founding member of the U.S. Green Building Council, Turner has long been involved in environmentally sensitive building practices. Turner now has more than 400 green projects either completed or in prog-ress. With an annual construction volume of $9 billion Turner is the largest general builder in the United States.


Why do you believe STEM Education/workforce development is critical to our nation’s future?A number of economic studies have found that half or more of the nation’s Gross domestic Product (GdP) growth in recent decades can be attributed to progress in technological innovation.

Meanwhile, per the revealing study, “Rising Above the Gathering Storm Revisited” by the national Academy of Sciences (nAS), national Academy of Engineering (nAE) and the institute of Medicine, the U.S. is slipping in its readiness to compete in a global digital economy. Specifically:

• The U.S. ranks 20th in high school completion rate among industrialized nations and 16th in college completion

• The U.S. ranks 27th among developed nations in the proportion of college students receiving under-graduate degrees in science or engineering

• in 2009, more than half of U.S. patents were awarded to non-U.S. companies

in the coming years, the great majority of newly cre-ated jobs will result from direct or indirect advance-ments in science and technology. Education in these areas will be crucial to providing young people the skills they’ll need to qualify for these jobs.

For our part, engineering has been an important component of UPS’s success for more than a century. Technology drives our company and a skilled STEM workforce is essential to our success. That’s going to be crucial to the economic well being of the nation and UPS.

How is your company connecting diversity initia-tives with STEM initiatives? Is this a part of your com-prehensive strategy? in conjunction with the UPS Foundation, our engineer-ing function has partnered with several universities and professional organizations to provide scholar-ships and internships in STEM related fields of study to women and underrepresented members of minority groups. Since the late l980s, the UPS Foundation has provided $3 million in funding for STEM programs and projects, supporting 58 agencies. At the local level, our engineers are personally involved with profes-sional engineering societies. Our engineers serve as board members, as well as visiting professors at col-leges, universities and K-12 schools.

The professional societies and academic initiatives we support include:

• national Society of Black Engineers (nSBE)• Society of Women Engineers (SWE) • institute of industrial Engineers (iiE)• American indian Science and Engineering Soci-

ety (AiSES)• Society of Hispanic Professional Engineers (SHPE) • national Action Council for Minorities in Engineer-

ing (nACME) • Kettering University - AiM/liTE Program (Aca-

demically interested Minorities/lives improved Through Engineering) Scholarship Program

• Georgia institute of Technology – GiFT internship program (corporations and colleges provide intern-ships for K-12 STEM teachers during the summer so they can enhance the knowledge of their students and peers upon returning to the classroom)

• University of Michigan M-STEM scholarship program (UPS financially supports a scholarship program that enables students from underrepresented backgrounds to pursue engineering degrees)

• inROAdS internship Program

UPS participates in these programs to give back to the communities in which we live and do business. We view investing in the development of future employees, customers and global citizens as the right thing and the smart thing to do.

What area of STEM are you most passionate about?Engineering has been a core competency of UPS since our early days. We’ve been called a “technol-ogy company with trucks” due to our significant and continued investment in technology. That investment helps us deliver world-class, highly efficient operational excellence, offer more sustainable products and ser-vices, and boost our customers’ profitability objectives.

How has your corporation coordinated investments in education with future workforce needs?We’ve found that experiential education programs (co-operative education and internships) are invalu-able ways for students to get a better understand-ing of their particular field of study and also to gain real-world, hands-on experience. These programs help students identify future employment opportu-nities and assist UPS in identifying talented potential employees. As an added benefit, UPS employees receive a fresh perspective on business approaches and gain exposure to new ways of doing things.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?There’s no substitute for personal engagement. UPS has a long history of partnering with local school dis-tricts to introduce students to engineering and we’ll continue to do so. We’ve found many students don’t have a good understanding of what an engineer does and are therefore unable to make the asso-ciation between the importance of math and the sciences to the technical disciplines.

Providing students the opportunity to participate in career days, robotics programs and the like helps students connect theory with real world applica-tions. it demystifies the STEM disciplines and changes the perception of math and science as “too hard.”

in addition to providing scholarships and internship opportunities at the college and university level, we also make presentations and participate in Q&A ses-sions with students in the classroom. We participate in professional society meetings, and provide opportuni-ties for students to tour UPS facilities to gain a more practical understanding of engineering at UPS. n

Scott davis is chairman and chief executive officer of UPS, one of the world’s largest pub-licly-traded logistics companies.

Under Scott’s leadership, UPS has made sig-nificant improvements in its logistics network as the company has expanded its reach and capabilities through Europe, Asia, and the Americas. davis has presided over rapid growth in international operations and supply chain and freight.

in 2010, Scott led a strategic transformation of the company’s U.S. small package organiza-tional structure. Also, he has overseen UPS’s status as a sustainability leader, including improve-ments in the fuel efficiency of the UPS air and ground fleet, along with the deployment of the industry’s largest alternative fuel fleet.

Scott is a leading advocate for increased global trade and export growth. in 2010, he joined the President’s Export Council, the prin-cipal national advisory committee on inter-national trade. He also is a member of the Business Roundtable. At the end of 2009, he

completed a term as chairman of the Fed-eral Reserve Bank of Atlanta.

in addition to his leadership in public policy, davis is on the Board of Honeywell interna-tional, inc. He serves as a trustee of the Annie E. Casey Foundation and is a member of The Carter Center Board of Councilors. He is also on the Board of Trustees of The UPS Foundation, the charitable arm of UPS, which supports STEM programs.

Prior to assuming his current position in 2008, Scott was vice chairman and chief financial officer. He has held a variety of other leader-ship positions at UPS. He joined the UPS Man-agement Committee in 2001.

He joined UPS in 1986 when the company acquired Oregon aviation technology com-pany, ii Morrow. He had served as the chief financial officer and then CEO.

A native of Oregon, davis earned a bach-elor’s degree in accounting from Portland State University.

UPSd. Scott davis

Chairman & Chief Executive Officer UPS

UPS (nYSE: UPS) is a global leader in logistics, offering a broad range of solutions including the transportation of packages and freight; the facilitation of international trade, and the deployment of advanced technology to more efficiently manage the world of business. Headquartered in Atlanta, UPS serves more than 220 countries and territories worldwide. Since the late l980s, the UPS Foundation has provided $3 mil-lion in funding for STEM programs and projects, supporting 58 agencies. We’re a technology driven company, and as such, we rely on the continued availability of a skilled STEM work-force. The company can be found on the Web at UPS.com and its corporate blog can be found at blog.ups.com. To get UPS news direct, visit pressroom.ups.com/RSS.


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rtWhy do you believe that STEM education and work-force development are critical to our nation’s future? Our future depends on the strength of our scientific spine. The skills derived from a STEM education are the mission-critical elements of the jobs of tomorrow, for they are directly linked to economic productiv-ity and competitive products. Moreover, education is more closely correlated with upward mobility than anything else. it’s the best way to reduce excessive inequality in incomes and opportunities, and the best way to avoid having our society degenerate into a class system. The men and women who will make up America’s tomorrow and the core of its economy are in its classrooms today, and there are way too few of them in the fields of science and technology that create the dynamic of our economy today, the future of our economy, and the best-paying jobs.

How do you believe STEM education can improve a nation’s competitiveness? A highly educated and skilled labor force is what drives innovation and production. As the nation shifts into a new, non-industrial economy, we will need a well-trained, technically competent workforce to manage and staff the science and technology busi-nesses that create the high-paying jobs. Today, while 24 million Americans can’t find work, hundreds of thousands of employers can’t find workers. This year, according to the Bureau of labor Statistics, we will add approximately 120,000 jobs requiring at least a four-year degree in computer science. Alas, we will only produce 40,000 graduates with such degrees. And each engineering job typically leads to five additional jobs, experts say. it is astonishing that only a small fraction of the nation’s high schools offer an Advanced Placement course in computer science, when 40 percent of small businesses say they have job openings they can’t fill because applicants are unqualified—a percentage that has doubled in the last three years alone. Our shortfall in education is the economic equivalent of a permanent national recession.

Beyond standards, what are the first steps we should take to curb the STEM education crisis? Besides strengthening public-school math and sci-ence curricula, early childhood education should be improved, and both the government and col-leges should provide more financial and academic support to students who excel in STEM. Fifteen years of research has shown that, of everything within the control of a school, the factor with the most effect on learning is the quality and effectiveness of teachers. So if we want students to better understand math and science, we must find ways to improve teachers’

knowledge of these subjects. We are going to have to rethink the process of recruiting, evaluating, and supporting STEM teachers. Government must mul-tiply funds for vocational training and invest more in community colleges, which can dramatically increase the pool of skilled workers. And broaden access to computer science.

What area of STEM are you most passionate about? Until we get such programs properly underway, we should, as Microsoft has proposed, add 20,000 annual visas for foreigners with much-needed skills. We ignore the benefits of immigrant talent and the experience of Silicon Valley, where over half the sci-ence and engineering workforce is foreign-born and where 1 in 4 engineering and technology compa-nies—firms that have generated hundreds of thou-sands of jobs—have at least one immigrant founder. Foreign workers are not job destroyers--they are job creators, and not only that. They are job multipliers. Barring their entry or residence means they will com-pete against us in the industries that are both grow-ing and competitive.

One-third of our doctoral students are foreigners, yet remarkably, once they earn their advanced degrees we escort them to the border to go and join our biggest competitors. it is astounding that we attract the brightest and the best brains to our uni-versities, and then send them packing. We must re-conceptualize immigration as a recruiting tool and open the door to the skilled and the educated.

What STEM initiative that your company has sup-ported are you most proud of? We have a really obvious challenge. We know what the need is. We know what the benefits are. We’ve got to find some way to push this issue to the fore-front of awareness of the American public. And this is what both U.S. news & World Report and the new York daily news have been committed to. But we decided to move beyond just reporting on it and play a role as an information resource for both poli-cymakers and consumers seeking educational skills that will land them a good job. One key need that became apparent was the lack of a national forum for the many committed groups that are working in this field. We hosted the first STEM Solutions summit last year and see great potential in a yearly event oriented toward producing solutions. We know that doing so is critical not only to the economic future of our country but also to the economic future of millions of our young ones. n

Mort Zuckerman is the chairman and editor-in-chief of U.S. News & World Report and the chairman and publisher of the new York Daily News. He is also chief executive and chair-man of Boston Properties inc., a major real estate firm he cofounded after serving as senior vice president and chief financial offi-cer at Cabot, Cabot & Forbes. Mr. Zuckerman is a regular commentator on The McLaughlin Group public affairs program.

He serves on the board of directors for the Broad Center for the Management of School Systems and the international Peace insti-tute, where he is also treasurer, as a trustee of Memorial Sloan-Kettering, and as a co-chair of the Bipartisan Policy Center Cyber Security Task Force. He is also a member of the Council

on Foreign Relations, the Washington institute for near East Policy, the international institute for Strategic Studies, and the Bank of America Global Wealth & investment Management Committee. Mr. Zuckerman is a former chair-man of the Conference of Presidents of Major Jewish Organizations and a past president of the board of trustees of the dana-Farber Cancer institute in Boston.

Mr. Zuckerman is a graduate of McGill Univer-sity, McGill law School, the Wharton School of Business at the University of Pennsylvania, and Harvard law School. He is a former associate professor of city and regional planning at the Harvard Graduate School of design and a former lecturer in city and regional planning at Yale University.

Mort Zuckerman Chairman and Editor-in-Chief U .S . News & World Report

U.S. news & World Report is a multi-platform, publisher of news and information, which includes www.usnews.com and www.rankingsandreviews.com, as well as the digital-only U.S. news Weekly magazine. U.S. news publishes annual print and e-book versions of its authoritative rankings of Best Colleges, Best Graduate Schools and Best Hospitals. in 2012 U.S. news launched a conference division focusing on important na-tional conversations and solutions in STEM Education and Hospitals of Tomorrow.

The last print issue was published in december 2010 complet-ing the transition to digital. This move made it possible for the U.S. news brand of service journalism to explode with the in-troduction of several rankings products to benefit consumers while still maintaining the news and analysis content. U.S. news continues to innovate and grow, while maintaining its tradition of providing useful information for making important life deci-sions. in 2013 U.S. news has expanded its monthly audience to over 20 million unique visitors with 120 million page views.


Why do you believe STEM Education/workforce development are critical to our nation’s future?STEM creates the basic skill sets needed for inno-vation. nations and humanity at large depend on innovation to solve increasingly complex problems in healthcare, resource constraints (food, water and air), energy and shelter. 15 out of 20 growth jobs of this decade require significant STEM skills; yet less than a third of the population has any exposure to core STEM education and significantly less are profi-cient at STEM to be able to specialize in jobs. The US is significantly behind the world leaders in STEM edu-cation at the primary and secondary level. We need an active collaboration agenda between govern-ment, public agencies, nonprofit organizations and associations and private sector to drive STEM educa-tion themes forward.

How do you believe STEM education can improve a nation’s competitiveness? in this era of increasing global competition, with the advent hyper connectivity and a flatter world, human capital specifically in STEM will become the single biggest asset of a nation. Without STEM talent, our nation would slip further in innovation, which would be significantly detrimental to the economic devel-opment of our nation in spite of our natural resources. We are staggeringly behind in STEM education. We only produce 60,000 top engineering graduates, which in absolute numbers is 23rd in the world. less than 17% of the entire student population is proficient at Math or science yet the STEM related job opportu-nities are growing 300% faster than nOn STEM related jobs. Already, the average STEM job pays 75% more than average nOn STEM jobs and that difference is increasing. We as a nation have declared STEM edu-cation as a national priority. However, we need an active education agenda with the collaboration of academicians, government agencies and private sector to make the difference.

What traits do corporate leaders need to effectively support and advance STEM education today?Corporate leaders have several key and vital roles to play in STEM education. The most vital of them is being the advocate for standards at the national and regional level. Corporate leaders also can acti-vate parents to be active in the communities in STEM education. Corporate giving is another area

where with clear and specific focus on ROi, we can redirect fairly substantial resources to STEM educa-tion agenda. Corporate leaders can also inspire the power and potential of volunteerism of their employee base to be effectively engaged in STEM education. They can also leverage their existing rela-tionships and networks like community colleges to focus on STEM education with the 3 point agenda 1) Make STEM interesting 2) Educate the STEM educa-tors 3) Make STEM Hands-On!

How can we can we do a better job to strategically coordinate all those engaged in STEM across the company?Corporations often have a diverse workforce with multi region (multi country focus) with sev-eral departments. STEM support is often executed regionally with a central STEM support strategy. To do this, the pieces are to 1) evolve a central strat-egy that ties STEM education to the corporate work-force needs b) create a list of regional projects that focuses on innovative approaches to STEM educa-tion c) Create corporate wide metrics to build and monitor STEM progress d) Provide support structures like “Assets and expertise Maps” available within the corporation. With a head coordinator at the central level with clear regional projects, you can create a corporate model for sustained STEM sup-port and success.

How is your company connecting diversity initia-tives with STEM initiatives? Is this a part of your comprehensive strategy?diversity in STEM education is a current problem and a future opportunity. Today women and minorities are 28% of the workforce yet only 7% of it is STEM work-force. The earning potential of the population that is STEM trained is significantly higher (by 75%) than nOn STEM jobs, which would give us opportunity for social inclusion at regional and national levels. Also in corporate environments, diversity in STEM is crucial for the “innovation pipeline”. innovation is critically dependent on diverse human experiences and a diverse STEM trained work force can be the signifi-cant competitive asset of the corporation. it is there-fore important to connect the diversity initiatives of the corporations with ongoing STEM initiatives. n

As CEO, Sajan Pillai provides leadership to all of UST Global’s professionals while heading up the company’s global business opera-tions. His responsibilities include acquisitions, client development, global operations, and service delivery.

Mr. Pillai brings us his extensive background in the offshore iT industry, having served as co-founder of Softek Systems in india and as an engineer in one of top three consulting ser-

vices companies in india. He has also archi-tected and managed several large software systems for MCi Telecommunications in the United States and subsequently held senior management positions in Tanning Systems, a U.S.-based software solutions company.

Mr. Pillai graduated with a degree in com-puter science and engineering from the Col-lege of Engineering, Trivandrum, india.

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Sajan PillaiChief Executive Officer UST Global

UST Global® is a leading provider of end-to-end iT services and solutions for Global 1000 companies. We use a client-centric Global Engagement Model that combines local, senior, on-site resources with the cost, scale, and quality advantages of off-shore operations.

The industry-leading expertise found within our Centers of Ex-cellence (CoEs) plays a key role in our success with clients. The CoEs deliver pragmatic iT solutions that allow clients to consistently achieve their most critical business objectives. Our Partner Program complements the Centers of Excellence. The program aims to develop strategic relationships with best-of-breed organizations to provide UST Global developers with advance access to new technology and educational re-sources.


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nsWhy do you believe STEM Education is critical to our nation’s future?Verizon’s future depends on our ability to operate sophisticated networks, innovate, and use technol-ogy to solve problems. Therefore, we need employ-ees with critical thinking and problem solving skills and a solid grounding in science, technology, engi-neering and mathematics—and we are not alone. Experts estimate that more than 60 percent of all new jobs in the U.S. over the next 10 years will be STEM-related. Even as demand grows, the supply of innovative, technologically literate employees is not keeping pace, with the gap between avail-able jobs and qualified workers growing larger and larger. developing the STEM capabilities of our future workforce is a fundamental obligation of America’s business and educational leaders, as well as a vital component of a sound U.S. competitive strategy.

What do corporations need to do to create more STEM careers and fill existing jobs?As a technology company, we rely on a steady stream of educated, STEM-qualified workers to fill jobs throughout our organization, and we use all available avenues to identify talented individuals. Our recruitment team works with colleges across the country to increase the awareness of employment opportunities at Verizon. We also attend numerous job fairs and work with many military organizations to attract qualified veterans to Verizon. The demand is there. The real issue for Verizon and the country as a whole is on the supply side of the equation. Corpora-tions need to develop and implement a concerted strategy for finding intellectual capital and investing in the education of our young people so that we have a pipeline of capable workers to fill these vital knowledge-based jobs.

How has your corporation coordinated investments in education with future workforce needs?Verizon has a responsibility—as well as a business interest—in developing the skills of today’s students who will be tomorrow’s employees. Since 2000, the Verizon Foundation has invested over $900 million in our communities, almost half of which has gone to support education initiatives. Our education invest-

ments and employee volunteer efforts are focused on increasing middle school and high school stu-dents’ interest in STEM. For instance, we encourage and support our employees who mentor students and expose them to the possibilities of technology-related careers. Recently, we launched the Verizon innovative App Challenge in which students learn how to code and build mobile apps, skills that are needed for jobs in computer science, the fastest growing STEM field. We are committed to expand-ing opportunities more broadly across our society through our Verizon innovative learning Schools program, which provides math and science teach-ers in underserved schools with intensive profes-sional development on how to use mobile devices like smartphones and tablets to increase student engagement and academic achievement.

We also work with numerous national organizations such as the Society of Hispanic Professional Engi-neers to expose a wide variety of young people to the innovative technologies being developed at Verizon, as well as the exciting opportunities avail-able for those who major in STEM fields.

How can we advance mentorships and apprentice-ships in the STEM pipeline?Verizon works with some great partners who are focused on this very issue. i have personally been involved with one such organization, the national Academy Foundation (nAF), for some time. nAF was created to prepare young people for career success by fostering partnerships between busi-nesses and schools. nAF establishes academies in underserved schools and provides students with specialized curricula in fields like engineering and information technology. Verizon employees are very committed to the nAF program. They get involved by mentoring students, serving on local nAF advi-sory boards and hosting students at Verizon work locations where they hear from engineers, finance, and iT professionals about academic and career paths in the STEM field. We also offer internships to nAF students, who have an opportunity to work for a Fortune 100 company, build their resumes, sharpen their skills and develop professional contacts, while Verizon helps to shape future industry leaders. n

lowell C. McAdam is chairman and chief executive officer of Verizon Communications. Prior to assuming his role as CEO in 2012, he served as Verizon’s president and chief oper-ating officer, with responsibility for the compa-ny’s network-based businesses, as well as the technology management and CiO functions.

Before that, McAdam held key executive posi-tions at Verizon Wireless since its inception in 2000 and built the company into the industry’s leading wireless provider, with the nation’s largest, most reliable wireless voice and 3G broadband data network. He was president and CEO of Verizon Wireless from 2007 until being named COO of Verizon, and before that served as Verizon Wireless’ executive vice president and chief operating officer.

Earlier, McAdam was president and CEO of PrimeCo Personal Communications, a joint venture owned by Bell Atlantic and Vodafone AirTouch. He also served as PrimeCo’s chief

operating officer, responsible for overseeing the deployment of the new company’s cus-tomer service operations and all-digital net-work.

McAdam has also served as vice president-international operations for AirTouch Com-munications and was lead technical partner for cellular ventures in Spain, Portugal, Swe-den, italy, Korea and Japan. McAdam joined AirTouch as executive director of international applications and operations in 1993.

McAdam is past chairman of the board of directors of the CTiA, the wireless indus-try trade association. He is a director of the national Academy Foundation, a partnership between business leaders and educators that helps high schools across the country estab-lish and run technical and service academies to prepare students for college and careers. He is also a member of the Cornell University Board of Trustees.

lowell McAdam Chairman and Chief Executive Officer Verizon Communications

Verizon Communications is the world leader in delivering in-novation in communications, mobility, information and enter-tainment. We provide superior broadband, video and other wireless and wireline services to consumers, businesses, gov-ernments and wholesale customers across the globe. Verizon operates America’s largest 4G wireless network and its most advanced fiber-optic network. We also deliver integrated business solutions to customers in more than 150 countries, in-cluding ninety-nine percent of the Fortune 500. Verizon plays a central role in delivering the benefits of this empowering tech-nology to the world through products that enhance custom-ers’ lives, strategies that expand access to technology, and collaborations that apply technology to the world’s biggest challenges such as education, health care and sustainability.


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development are critical to our nation’s future?A successful American economy is dependent on a thriving workforce. during my tenure as chair of the national Association of Manufacturers, we laid out a scenario that will bring our economy, as well as man-ufacturing, to new levels by the year 2020. That plan is dependent upon creating jobs and building a workforce that meets current and future economic demands. However, it will require a steady stream of talent emerging from our K-12 system interested in and capable of pursuing post-secondary study in STEM so as to enter the STEM workforce. A recent (March 2013) Technet poll showed that 77 percent of Americans want increased spending in STEM edu-cation, acknowledging that we need these skills to be competitive in the global marketplace. As STEM jobs are predicted to grow three times faster than non-STEM jobs during the next decade, investing in STEM education, collaboration and opportunities only makes sense in order to grow and support our nation’s economic future.

How has your corporation coordinated investments in education with future workforce needs?There are several examples, but one of our most recent efforts is a collaboration with iowa State Uni-versity. Vermeer has an office presence in the Univer-sity’s Research Park, creating the perfect intersection where we not only engage our future workforce but also have an onsite, student engineering team that works on specialized projects and research. As Ver-meer continues to have dozens of job openings at any given time, it’s estimated that only 20% of new hires are truly qualified for the job. Building relation-ships–in ways such as this Research Park collabora-tion accommodates–bridges the skills gap that we must fill to meet the ever-changing needs of our global base of customers and employees.

What area of STEM are you most passionate about?i’ve always been very interested in education, in continuous learning, and as a former teacher, i see the importance of emphasizing all areas of science, technology, engineering and math with our stu-

dents. i’m particularly conscious of how important it is to make more inroads with younger women in the STEM fields. As an employer, and having been involved in some national groups, workforce devel-opment is one of the top issues we deal with. For the last many years, a skilled workforce is always one of the top five issues that manufacturers talk about, and that’s often true, not just for manufacturers, but for all business. So we have the opportunity to make sure we’ve got the right focus in all levels of edu-cation–from preschool through graduate school–among females and males alike.

What is the STEM initiative that your company has supported are you most proud?A program that is unique in our area and has been extremely successful is our Vermeer teacher intern program. While we’ve aggressively pursued and hosted hundreds of student interns at Vermeer over the years, the teacher intern program is effec-tive in allowing iowa teachers to experience ways in which STEM skills directly relate to our workforce. instructors, who receive continuing education cred-its for participating, are inspired by the ways in which their teaching relates to and provides students with career opportunities. Motivating even a few teach-ers every year can renew a STEM focus in the class-room and excite hundreds of kids toward creating a stronger and more talented future workforce.

What counsel would you provide around “collabo-ration to achieve success” in STEM Education and work force?As i work with iowa’s lt. Governor on the STEM advi-sory council, i believe that our state has a great opportunity to make a lot of progress in the STEM area because of the collaborative approach that educators, including K-12, community colleges, independent colleges and universities, have taken toward working with business and government to help iowa be at the forefront of STEM education. if we continue to build on these collaborative efforts, both in-state and across state lines, sharing best practices and learning from each other, we will achieve success. n

Mary Vermeer Andringa is President and Chief Executive Officer of Vermeer Corpora-tion, a global industrial and forage equipment manufacturer located in Pella, iowa, USA. Prior to assuming her current role in novem-ber of 2009, she was President and Co-CEO for six years. Her earlier roles at Vermeer have included chief operating officer, focusing on her passion for continuous improvement and innovation.

due to her successful tenure at the family-owned and—managed company, as well as her reputation as an expert ambassador for manufacturing, Ms. Andringa is sought after as a speaker and spokesperson. She was named co-chair of the Governor’s STEM Advi-sory Council in iowa, effective July 2013, and is past chair of the national Association of Man-ufacturers, the nation’s largest manufacturing association. Ms. Andringa is one of 18 private sector members of President Obama’s Export Council, and one of 16 members appointed the U.S. Export-import Bank’s Advisory Com-mittee. She is also one of 12 U.S. members of

the U.S.-Brazil CEO Forum, established by the United States and Brazilian governments to strengthen economic and commercial ties between the two countries.

Ms. Andringa credits her background in edu-cation for her inherent proficiency at leader-ship and inspiring team members to reach new heights in their personal and professional development. After receiving her degree from Calvin College in Grand Rapids, Michi-gan, she taught in the iowa public school system and later in Omaha, nebraska, for approximately six years. Mary and her hus-band, dr. dale Andringa, have two children and six grandchildren.

Mary Andringa is also involved in the follow-ing boards: Member of the Vermeer Board of directors; director of the Herman Miller Co., Zeeland, Michigan; Past Chair of the iowa Association of Business and industry; Trustee for the Fuller Theological Seminary, Pasadena, California; and Trustee Emeritus at Central College.

Mary Vermeer Andringa President and Chief Executive Officer Vermeer Corporation

Vermeer Corporation is a team of more than 3,000 members, committed to sustainably and efficiently bringing the neces-sities of life, nourishing a vibrant food supply and effectively managing precious natural resources throughout the world. A family-owned manufacturer of industrial and forage equipment, Vermeer corporate headquarters are located in Pella, iowa, USA, including offices, production space and Global Pavilion training facilities totaling 1.5 million square feet under roof. The Vermeer footprint also extends throughout the United States and around the world, including Europe, Middle East and Africa, China, Asia Pacific and latin America. Vermeer supports a broad range of STEM-based initiatives, including internal training, internships and extensive collaboration with area educational organizations. The entire Vermeer organization drives progress and impacts in-novation globally, as it conducts business in more than 50 coun-tries with over 120 product models worldwide.

“i’m particularly conscious of how important it is to make more inroads with younger women in the STEM fields.”


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development is critical to our nation’s future?For America to be competitive in today’s global envi-ronment, our businesses need to be able to find top talent. More and more jobs today require technical training—across all industries and fields. At Walmart, we are seeing firsthand that STEM education and workforce development today will be vital for grow-ing our business tomorrow. if we do not encourage young people to major in STEM fields, we simply will not have the talent pool to meet the demand.

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?We know that women and some minority groups are underrepresented in STEM fields, and that means we are not drawing all of the best talent. To broaden the talent pool, we need to engage early and often. We need mentoring and strong curriculum at the K-12 level and mentorships at the college level. We have also found great value in bringing students together through summits and other activities that deepen their involvement in STEM.

What area of STEM are you most passionate about?i’m passionate about the value of a STEM educa-tion—not just for scientists and mathematicians but for anyone who wants to make their mark in the world. My own training is as an industrial engineer. i chose that field on the advice of a high school teacher who told me: “industrial engineering is human engi-neering. it’s about people, processes, and it’s very broad. You’ll learn a little bit about a lot of things.” Most of all, what i learned how to do was to think.

What i love about STEM is that it teaches you to use data and logic and to apply critical thinking to find solutions. These are skills that everyone in the work-force should have.

Where do you see the biggest area of opportunity in advancing STEM jobs / careers?One area where we see a growing need for STEM graduates is in Big data. This is increasingly impor-tant field for our business as we grow our eCom-merce operations and as we seek to understand our customers better across our company. With more data and advanced analytics also comes an increased need for cyber security. We want to help our customers get what they want and need, while putting the highest priority on protecting customer and member information.

How can we advance mentorships and apprentice-ships in the STEM pipeline?At Walmart, we support the following key business practices to improve the pipeline for the next gener-ation entering the workforce: better visibility to STEM fields within our business so students can understand the career opportunities that will be available; sup-port of formal mentoring and internship programs; and a continuing focus on the importance of diver-sity and inclusion across the business. Through all of these steps, we believe it is vital to engage with our nation’s colleges and universities to help them cre-ate the best possible experience and future for their students. n

Mike duke is the president and chief execu-tive officer of Wal-Mart Stores, inc. From 2005 to February 2009, Mike served as vice chair-man of the company, with responsibility for Walmart international.

As CEO, Mike leads a strong management team that is focused on keeping Walmart’s mission of “saving people money so they can live better” relevant to every customer, every day. The company also continues to broaden and accelerate its global efforts on environ-mental sustainability, responsible sourcing and associate opportunity.

Since joining Walmart in 1995, Mike has led the logistics, distribution and administration divi-sions as well as Walmart U.S. As vice chairman, Mike was actively involved in developing and executing corporate strategy. He focused on setting higher standards of excellence for the company’s resources and people—from the redesign of logistics and merchandise distri-bution systems, to the recruitment of talent and development of strong teams.

Under Mike’s leadership, the company’s inter-national business became a fast-growing part of Walmart’s overall operations. in leading Walmart’s expansion into mature and emerging markets, Mike built an international manage-ment team that delivered strong operational results in a complex global environment.

Before Walmart, Mike worked for 23 years in retailing with Federated department Stores and May department Stores.

Mike has served on the board of directors of Wal-Mart Stores, inc. since 2008, the board of directors of The Consumer Goods Forum, the executive committee of Business Roundtable and is on the executive board of Conservation international’s Center for Environment leadership in Business. He also serves on the board of advisors for the University of Arkansas and the advisory board of the Tsinghua University School of Economics and Management in Beijing, China.

Mike graduated from Georgia Tech with a bachelor’s degree in industrial engineering, and he is a member of the national Acad-emy of Engineering.

Mike dukePresident and Chief Executive Officer Wal-Mart Stores, Inc .

Wal-Mart Stores, inc. helps people around the world save money and live better—anytime and anywhere—in retail stores, online, and through their mobile devices. Each week, more than 245 million customers and members visit our more than 10,800 stores under 69 banners in 27 countries and e-commerce websites in 10 countries. As our e-commerce op-portunity grows, Walmart is innovating to build up best-in-class capabilities and deliver an exceptional customer experience through a broad range of shopping, payment and delivery options. With 2.2 million associates worldwide and fiscal year 2013 sales of approximately $466 billion, Walmart continues to be a leader in sustainability, corporate philanthropy and em-ployment opportunity. Additional information about Walmart can be found by visiting corporate.walmart.com.

“We know that women and some minority groups are underrepresented in STEM fields, and that means we are not drawing all of the best talent.”

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leadership todayAt KPMG LLP, we recognize that STEM education plays a critical role in enabling the U.S. to remain

the economic and technological leader of the global marketplace of the 21st century.

KPMG proudly congratulates the 100 CEO Leaders in STEM for their leadership and

extraordinary contributions to science, technology, engineering, and math education.

There are no limits to where insights and innovation can take you.

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